Frameworx Standard

Business Process
Framework (eTOM)
Extended Process Decompositions and Descriptions

Business Process Framework Release 13.5

March 2014

Latest Update: Frameworx Release 13.5 TM Forum Approved

Version 1.15.1 IPR Mode: RAND

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Table of Contents
NOTICE ....................................................................................................................................................................... 2
TABLE OF CONTENTS ............................................................................................................................................ 4
LIST OF FIGURES ................................................................................................................................................... 39
INTRODUCTION ..................................................................................................................................................... 49
Process Associations and IDs .............................................................................................................................. 50
PROCESS DECOMPOSITIONS & DESCRIPTIONS ............................................................................................... 51
1.1.1.1 CRM - SUPPORT & READINESS .................................................................................................................... 51
CRM - Support & Readiness ................................................................................................................................ 51
Support Customer Interface Management ........................................................................................................... 52
Support Order Handling ...................................................................................................................................... 53
Support Problem Handling .................................................................................................................................. 55
Support Billing & Collections (Deleted) ............................................................................................................. 56
Support Retention & Loyalty ............................................................................................................................... 56
Support Marketing Fulfillment ............................................................................................................................ 57
Support Selling .................................................................................................................................................... 58
Support Customer QoS/SLA ................................................................................................................................ 59
Manage Campaign .............................................................................................................................................. 61
Manage Customer Inventory ............................................................................................................................... 61
Manage Product Offering Inventory .................................................................................................................... 62
Manage Sales Inventory ...................................................................................................................................... 64
Support Bill Invoice Management ....................................................................................................................... 65
Support Bill Payments & Receivables Management............................................................................................ 66
Support Bill Inquiry Handling ............................................................................................................................. 67
Support Charging ................................................................................................................................................ 68
Support Manage Billing Events ........................................................................................................................... 69
Support Manage Balance .................................................................................................................................... 69
1.1.1.1.1 SUPPORT CUSTOMER INTERFACE MANAGEMENT ...................................................................................... 70
Support Customer Interface Management ........................................................................................................... 71
Ensure Customer Interface Capability ................................................................................................................ 72
Undertake Customer Contacts Trend Analysis .................................................................................................... 72
1.1.1.1.2 SUPPORT ORDER HANDLING ...................................................................................................................... 74
Support Order Handling ...................................................................................................................................... 74
Ensure Order Handling Capability ..................................................................................................................... 76
Forecast Order Handling Requirements ............................................................................................................. 76
Capacity Plan Order Handling Infrastructure .................................................................................................... 77
Manage Order Handling Organizational Changes ............................................................................................. 78
Support Order Handling Infrastructure Deployment .......................................................................................... 78
Approve Order Handling Procedues ................................................................................................................... 79
Accept Order Handling Infrastructure ................................................................................................................ 80
Address Order Handling infrastructure Issues .................................................................................................... 80
Roll-out Order Handling Infrastructure .............................................................................................................. 81
Detect Order Handling infrastructure Shortfalls................................................................................................. 82
Rebalance Order Handling Infrastructure Utilization ........................................................................................ 82
Remove Order Handling Infrastructure............................................................................................................... 83
Report Order Handling Infrastructure Capacity ................................................................................................. 84
Track Third-Party Order Handling Infrastructure Deployment .......................................................................... 84
Report Order Handling Infrastructure Deployment Process Capability ............................................................. 85
Manage Order Handling Notification ................................................................................................................. 86
Undertake Order Handling Trend Analysis ......................................................................................................... 86

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Business Process Framework (eTOM) R13.5

1.1.1.1.3 SUPPORT PROBLEM HANDLING.................................................................................................................. 87

Support Problem Handling .................................................................................................................................. 88
Ensure Product Offering Operation .................................................................................................................... 89
Undertake Product Offering Trend Analysis ....................................................................................................... 89
Request Product Offering Data Collection .......................................................................................................... 90
Request Product Offering Performance Testing .................................................................................................. 91
Manage Product Offering Maintenenance Programs ......................................................................................... 91
Request Provisioning Intervention....................................................................................................................... 92
Report Product Offering Trend Analysis ............................................................................................................. 93
Track Problem Handling Process Capability ...................................................................................................... 93
Manage Problem Handling Notification ............................................................................................................. 94
Undertake Problem Handling Trend Analysis ..................................................................................................... 95
1.1.1.1.5 SUPPORT RETENTION & LOYALTY ............................................................................................................. 95
Support Retention & Loyalty ............................................................................................................................... 96
Ensure Retention & Loyalty Capability ............................................................................................................... 97
Undertake Retention & Loyalty Trend Analysis .................................................................................................. 97
1.1.1.1.6 SUPPORT MARKETING FULFILLMENT ........................................................................................................ 98
Support Marketing Fulfillment ............................................................................................................................ 99
Ensure Marketing Fulfillment Capability ............................................................................................................ 99
Undertake Marketing Fulfillment Trend Analysis ............................................................................................. 100
1.1.1.1.7 SUPPORT SELLING ................................................................................................................................... 101
Support Selling .................................................................................................................................................. 101
Ensure Selling Capability .................................................................................................................................. 103
Manage Sales Channels..................................................................................................................................... 103
Manage Sales Leads .......................................................................................................................................... 104
Undertake Selling Trend Analysis ..................................................................................................................... 105
1.1.1.1.8 SUPPORT CUSTOMER QOS/SLA............................................................................................................... 106
Support Customer QoS/SLA .............................................................................................................................. 106
Ensure Customer QoS/SLA Capability .............................................................................................................. 107
Monitor Product Offerings ................................................................................................................................ 108
Maintain Product Offering Performance Threshold Standards ........................................................................ 109
Monitoring Product Offering Performance Analyses ........................................................................................ 109
Aggregate QoS Performance Analysis............................................................................................................... 110
Assist Trend Analysis Development ................................................................................................................... 111
Log Product Offering Analysis Results .............................................................................................................. 111
Agree Service Outages ....................................................................................................................................... 112
Track Customer QoS/SLA Management Process Capability ............................................................................. 113
Manage Customer QoS/SLA Management Notification .................................................................................... 113
Undertake QoS/SLA Performance Trend Analysis ............................................................................................ 114
1.1.1.1.9 MANAGE CAMPAIGN ............................................................................................................................... 115
Manage Campaign ............................................................................................................................................ 115
Ensure Campaign Support ................................................................................................................................. 116
Undertake Campaign Trend Analysis ................................................................................................................ 117
Modify Campaign .............................................................................................................................................. 117
Report Campaign Effectiveness ......................................................................................................................... 118
1.1.1.1.10 MANAGE CUSTOMER INVENTORY ......................................................................................................... 119
Manage Customer Inventory ............................................................................................................................. 119
Identify Relevant Customer Inventory Information ........................................................................................... 120
Maintain Customer Inventory facilities ............................................................................................................. 121
Manage Customer Inventory Capture ............................................................................................................... 121
Control Customer Inventory Access .................................................................................................................. 122
Ensure Customer Inventory Data Quality ......................................................................................................... 123
Track Customer Inventory Usage ...................................................................................................................... 123
Identify Customer Inventory Shortcomings ....................................................................................................... 124
1.1.1.1.11 MANAGE PRODUCT OFFERING INVENTORY ........................................................................................... 125

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Business Process Framework (eTOM) R13.5

Manage Product Offering Inventory .................................................................................................................. 125

Identify Relevant Product Offering Inventory Information ................................................................................ 127
Maintain Product Offering Inventory facilities ................................................................................................. 127
Manage Product Offering Inventory Capture .................................................................................................... 128
Control Product Offering Inventory Access ...................................................................................................... 129
Ensure Product Offering Inventory Data Quality.............................................................................................. 129
Track Product Offering Inventory Usage .......................................................................................................... 130
Identify Product Offering Inventory Shortcomings ............................................................................................ 131
1.1.1.1.12 MANAGE SALES INVENTORY ................................................................................................................. 131
Manage Sales Inventory .................................................................................................................................... 132
Identify Relevant Sales Inventory Information .................................................................................................. 133
Maintain Sales Inventory facilities .................................................................................................................... 134
Manage Sales Inventory Capture ...................................................................................................................... 135
Control Sales Inventory Access ......................................................................................................................... 135
Ensure Sales Inventory Data Quality ................................................................................................................ 136
Track Sales Inventory Usage ............................................................................................................................. 137
Identify Sales Inventory Shortcomings .............................................................................................................. 137
1.1.1.1.13 SUPPORT BILL INVOICE MANAGEMENT ................................................................................................. 138
Support Bill Invoice Management ..................................................................................................................... 138
Determine Bill Invoice Management Capability ............................................................................................... 139
Establish & Maintain Bill Invoice Format ........................................................................................................ 140
Maintain Bill Customers List ............................................................................................................................. 141
Define Billing Cycle ........................................................................................................................................... 142
Analyze Billing Trend ........................................................................................................................................ 142
Design & Develop Invoicing Process ................................................................................................................ 143
1.1.1.1.14 SUPPORT BILL PAYMENTS & RECEIVABLES MANAGEMENT .................................................................. 144
Support Bill Payments & Receivables Management.......................................................................................... 144
Determine Bill Payments & Receivables Management Capability .................................................................... 145
Analyze Customer Payment Trend ..................................................................................................................... 146
Administer Customer Payment Processes ......................................................................................................... 147
1.1.1.1.15 SUPPORT BILL INQUIRY HANDLING ....................................................................................................... 147
Support Bill Inquiry Handling ........................................................................................................................... 148
Determine Bill Inquiry Handling Capability ..................................................................................................... 149
Manage Billing Policy ....................................................................................................................................... 150
Analyze Bill Inquiry Trend................................................................................................................................. 150
1.1.1.3 MARKETING FULFILLMENT RESPONSE ....................................................................................................... 151
Marketing Fulfillment Response ........................................................................................................................ 151
Issue & Distribute Marketing Collaterals ......................................................................................................... 152
Track Leads ....................................................................................................................................................... 153
1.1.1.3.1 ISSUE & DISTRIBUTE MARKETING COLLATERALS ................................................................................... 154
Handle Marketing Collateral Distributution ..................................................................................................... 154
Issue & Distribute Marketing Collaterals ......................................................................................................... 155
Customize Marketing Collateral ........................................................................................................................ 156
1.1.1.3.2 TRACK LEADS.......................................................................................................................................... 156
Track Marketing Leads ...................................................................................................................................... 157
Track Leads ....................................................................................................................................................... 158
Evaluate Marketing Leads ................................................................................................................................. 158
1.1.1.4 SELLING...................................................................................................................................................... 159
Selling ................................................................................................................................................................ 159
Manage Prospect ............................................................................................................................................... 160
Qualify Opportunity ........................................................................................................................................... 161
Negotiate Sales/Contract ................................................................................................................................... 162
Manage Sales Accounts ..................................................................................................................................... 163
Acquire Customer Data (Deleted) ..................................................................................................................... 164
Cross/Up Selling ................................................................................................................................................ 164

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Business Process Framework (eTOM) R13.5

Develop Sales Proposal ..................................................................................................................................... 165

1.1.1.4.1 MANAGE PROSPECT ................................................................................................................................. 166
Analyze Prospect Needs ..................................................................................................................................... 166
Manage Prospect ............................................................................................................................................... 167
Identify Potential Solutions................................................................................................................................ 167
Assign Prospect to Sales Channel ..................................................................................................................... 168
Track & Report Prospect ................................................................................................................................... 169
1.1.1.4.2 QUALIFY & EDUCATE CUSTOMER ........................................................................................................... 170
Define Alternative/Customized Solutions .......................................................................................................... 170
Qualify Opportunity ........................................................................................................................................... 171
Assess Potential Development & Risk ............................................................................................................... 172
Assess Strategic Impacts .................................................................................................................................... 172
1.1.1.4.3 NEGOTIATE SALES/CONTRACT ................................................................................................................ 173
Negotiate Standard Terms & Conditions ........................................................................................................... 174
Negotiate Sales/Contract ................................................................................................................................... 174
Develop & Negotiate Non-standard Terms & Conditions ................................................................................. 175
Obtain Customer Agreement ............................................................................................................................. 176
Create Customer Order ..................................................................................................................................... 177
1.1.1.4.5 CROSS/UP SELLING.................................................................................................................................. 178
Analyze Customer Trends .................................................................................................................................. 178
Cross/Up Selling ................................................................................................................................................ 179
Recommend Appropriate Offerings ................................................................................................................... 180
1.1.1.4.6 DEVELOP SALES PROPOSAL ..................................................................................................................... 181
Ascertain Customer Requirements..................................................................................................................... 181
Develop Sales Proposal ..................................................................................................................................... 182
Determine Support for Customer Requirements ................................................................................................ 183
Develop Proposal against Customer Requirements .......................................................................................... 184
1.1.1.4.7 MANAGE SALES ACCOUNTS .................................................................................................................... 185
Contact Customer (on regular basis) ................................................................................................................ 185
Manage Sales Accounts ..................................................................................................................................... 186
Develop Contacts & Leads ................................................................................................................................ 186
Update Sales Repository .................................................................................................................................... 187
1.1.1.5 ORDER HANDLING ...................................................................................................................................... 188
Order Handling ................................................................................................................................................. 188
Determine Customer Order Feasibility ............................................................................................................. 189
Authorize Credit ................................................................................................................................................ 190
Receive PO & Issue Orders (Deleted) ............................................................................................................... 191
Track & Manage Customer Order Handling..................................................................................................... 191
Complete Customer Order ................................................................................................................................. 192
Issue Customer Orders ...................................................................................................................................... 193
Report Customer Order Handling ..................................................................................................................... 194
Close Customer Order ....................................................................................................................................... 195
1.1.1.5.1 DETERMINE CUSTOMER ORDER FEASIBILITY .......................................................................................... 196
Perform Impact Analysis ................................................................................................................................... 196
Determine Customer Order Feasibility ............................................................................................................. 197
1.1.1.5.4 TRACK & MANAGE CUSTOMER ORDER HANDLING ................................................................................. 198
Manage Customer Order ................................................................................................................................... 198
Track & Manage Customer Order Handling..................................................................................................... 199
Track Customer Order ....................................................................................................................................... 200
Update Order Repository .................................................................................................................................. 201
1.1.1.5.6 ISSUE CUSTOMER ORDERS ....................................................................................................................... 202
Issue Customer Orders ...................................................................................................................................... 202
Assess Customer Order...................................................................................................................................... 203
Issue Customer Order ........................................................................................................................................ 204
1.1.1.5.7 REPORT CUSTOMER ORDER HANDLING ................................................................................................... 205

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Business Process Framework (eTOM) R13.5

Report Customer Order Handling ..................................................................................................................... 205

Monitor Customer Order Status ........................................................................................................................ 206
Manage Customer Order Status Notification .................................................................................................... 207
Report Customer Order Status .......................................................................................................................... 207
1.1.1.6 PROBLEM HANDLING .................................................................................................................................. 208
Problem Handling ............................................................................................................................................. 208
Isolate Customer Problem ................................................................................................................................. 210
Report Customer Problem ................................................................................................................................. 210
Track & Manage Customer Problem................................................................................................................. 211
Close Customer Problem Report ....................................................................................................................... 213
Create Customer Problem Report ..................................................................................................................... 213
Correct & Recover Customer Problem ............................................................................................................. 214
1.1.1.6.1 ISOLATE CUSTOMER PROBLEM ................................................................................................................ 215
Isolate Customer Problem ................................................................................................................................. 215
Verify Product Configuration ............................................................................................................................ 216
Perform Specific Customer Problem Diagnostics ............................................................................................. 217
Perform Specific Customer Problem Tests ........................................................................................................ 218
Notify T&M Root Cause Customer Problem ..................................................................................................... 218
1.1.1.6.2 REPORT CUSTOMER PROBLEM ................................................................................................................. 219
Report Customer Problem ................................................................................................................................. 219
Monitor Customer Problem ............................................................................................................................... 220
Distribute Customer Problem Notifications ...................................................................................................... 221
Notify Customer Problem .................................................................................................................................. 222
Issue Customer Problem Management Summaries ........................................................................................... 222
Generate Customer Problem Management Reports .......................................................................................... 223
Distribute Customer Problem Management Reports & Summaries .................................................................. 224
1.1.1.6.3 TRACK & MANAGE CUSTOMER PROBLEM ............................................................................................... 225
Track & Manage Customer Problem................................................................................................................. 225
Coordinate Customer Problem .......................................................................................................................... 226
Cancel Customer Problem ................................................................................................................................. 227
Escalate/End Customer Problem ....................................................................................................................... 228
Engage External Service Suppliers .................................................................................................................... 228
Monitor Customer Problem Jeopardy Status .................................................................................................... 229
1.1.1.6.4 CLOSE CUSTOMER PROBLEM REPORT ..................................................................................................... 230
Contact Customer for Feedback ........................................................................................................................ 230
Close Customer Problem Report ....................................................................................................................... 231
Finalize Customer Problem Report ................................................................................................................... 232
Complete and Validate Customer Problem Report............................................................................................ 232
Communicate Service improvement Opportunity .............................................................................................. 233
Update Time to Restore Service......................................................................................................................... 234
1.1.1.6.6 CORRECT & RECOVER CUSTOMER PROBLEM .......................................................................................... 235
Correct & Recover Customer Problem ............................................................................................................. 235
Manage Product Restoration ............................................................................................................................. 236
Report Product Restoration Results .................................................................................................................. 237
1.1.1.7 CUSTOMER QOS/SLA MANAGEMENT ........................................................................................................ 238
Customer QoS/SLA Management ...................................................................................................................... 238
Assess Customer QoS/SLA Performance ........................................................................................................... 239
Manage QoS/SLA Violation ............................................................................................................................... 240
Report Customer QoS Performance .................................................................................................................. 241
Create Customer QoS Performance Degradation Report ................................................................................. 242
Track & Manage Customer QoS Performance Resolution ................................................................................ 242
Close Customer QoS Performance Degradation Report ................................................................................... 243
1.1.1.7.1 ASSESS CUSTOMER QOS/SLA PERFORMANCE ........................................................................................ 244
Assess Customer QoS/SLA Performance ........................................................................................................... 245
Collect QoS Information .................................................................................................................................... 246

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Business Process Framework (eTOM) R13.5

Convert QoS Information .................................................................................................................................. 246

Check QoS Thresholds Met ............................................................................................................................... 247
Maintain Overview of Product Offering Quality ............................................................................................... 248
Prepare/Follow-up for Performance Reviews ................................................................................................... 248
Carry Out Performance Reviews ....................................................................................................................... 249
1.1.1.7.2 MANAGE QOS/SLA VIOLATION .............................................................................................................. 250
Manage QoS/SLA Violation ............................................................................................................................... 250
Analyze QoS Violation ....................................................................................................................................... 251
Take QoS Violation Action ................................................................................................................................ 252
Follow-up QoS Violation Action........................................................................................................................ 252
Inform Cuustomer on QoS Impacts ................................................................................................................... 253
1.1.1.7.3 REPORT CUSTOMER QOS PERFORMANCE ................................................................................................ 254
Report Customer QoS Performance .................................................................................................................. 254
Monitor Customer QoS Report Status ............................................................................................................... 255
Notify Changes on Customer QoS Report Status ............................................................................................... 256
Distribute Customer QoS/SLA Management Reports & Summaries ................................................................. 257
1.1.1.7.4 CREATE CUSTOMER QOS PERFORMANCE DEGRADATION REPORT .......................................................... 257
Create Customer QoS Performance Degradation Report ................................................................................. 258
Create Customer QoS Report ............................................................................................................................ 259
Modify Customer QoS Report ............................................................................................................................ 259
Requst Cancellation of Customer QoS Report................................................................................................... 260
1.1.1.7.5 TRACK & MANAGE CUSTOMER QOS PERFORMANCE RESOLUTION ......................................................... 261
Track & Manage Customer QoS Performance Resolution ................................................................................ 261
Update Customer QoS Report with Analysis Results......................................................................................... 263
Co-ordinate Customer QoS Analysis, Restoratin & Repair............................................................................... 263
Request Service Performance Degradation Report Creation and Update ........................................................ 264
Modify Customer QoS Report Information ........................................................................................................ 265
Modify Customer QoS Report Status ................................................................................................................. 265
Cancel Customer QoS Report ............................................................................................................................ 266
Escalate/End Customer QoS Report .................................................................................................................. 267
Engage External Product Suppliers .................................................................................................................. 267
Clear Customer QoS Report Status ................................................................................................................... 268
1.1.1.10 BILL INVOICE MANAGEMENT ................................................................................................................... 269
Bill Invoice Management ................................................................................................................................... 269
Apply Pricing, Discounting, Adjustments & Rebates ........................................................................................ 271
Create Customer Bill Invoice ............................................................................................................................ 271
Produce & Distribute Bill .................................................................................................................................. 272
1.1.1.10.1 APPLY PRICING, DISCOUNTING, ADJUSTMENTS & REBATES ................................................................. 274
Apply Pricing, Discounting, Adjustments & Rebates ........................................................................................ 274
Obtain Billing Events......................................................................................................................................... 275
Apply Pricing, Discounting, Adjustments & Rebates to Customer Account ...................................................... 276
Apply Agreed Customer Bill Adjustment ........................................................................................................... 276
1.1.1.10.2 CREATE CUSTOMER BILL INVOICE ........................................................................................................ 277
Create Customer Bill Invoice ............................................................................................................................ 278
Render & Format Invoice .................................................................................................................................. 279
Deliver Electronic Invoice ................................................................................................................................. 279
Verify Invoice Quality ........................................................................................................................................ 280
Manage Customer Invoice Archive.................................................................................................................... 281
1.1.1.10.3 PRODUCE & DISTRIBUTE BILL ............................................................................................................... 282
Produce & Distribute Bill .................................................................................................................................. 282
Co-ordinate Billing Insertion ............................................................................................................................ 283
Establish & Manage Bill Production Cycle....................................................................................................... 284
Deliver Invoice Information .............................................................................................................................. 285
Administer Commercial Arrangement for Production and Distribution Capability ......................................... 285
Manage Paper and Envelope Availability ......................................................................................................... 286

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Manage Production Run to Create Bill ............................................................................................................. 287

Manage Physical Production & Distribution Quality ....................................................................................... 288
1.1.1.11 BILL PAYMENTS & RECEIVABLES MANAGEMENT .................................................................................... 289
Bill Payments & Receivables Management ....................................................................................................... 289
Manage Customer Billing .................................................................................................................................. 290
Manage Customer Payments ............................................................................................................................. 291
Manage Customer Debt Collection ................................................................................................................... 292
1.1.1.11.2 MANAGE CUSTOMER PAYMENTS ........................................................................................................... 293
Manage Customer Payments ............................................................................................................................. 294
Manage Customer Payment Plan ...................................................................................................................... 295
Collect Customer Payment ................................................................................................................................ 296
Reconcile Customer Payment ............................................................................................................................ 296
Manage Back-End Bank Account ...................................................................................................................... 297
Administer Commercial Arrangement for Third Party Supplier ....................................................................... 298
1.1.1.11.3 MANAGE CUSTOMER DEBT COLLECTION .............................................................................................. 299
Manage Customer Debt Collection ................................................................................................................... 299
Identify Overdue Invoice.................................................................................................................................... 300
Administer Overdue Invoice Follow-Up ............................................................................................................ 301
Manage Overdue Invoice Payment .................................................................................................................... 302
Establish & Manage Customer Debt Profiles ................................................................................................... 303
Establish & Manage Commercial Debt Recovery Arrangement ....................................................................... 303
Initiate Customer Debt Recovery Activities ....................................................................................................... 304
Manage Aged Customer Debt Portfolio ............................................................................................................ 305
1.1.1.12 BILL INQUIRY HANDLING ......................................................................................................................... 306
Bill Inquiry Handling......................................................................................................................................... 306
Create Customer Bill Inquiry Report................................................................................................................. 307
Assess Customer Bill Inquiry Report ................................................................................................................. 308
Authorize Customer Bill Invoice Adjustment ..................................................................................................... 309
Track & Manage Customer Bill Inquiry Resolution .......................................................................................... 310
Report Customer Bill Inquiry ............................................................................................................................ 312
Close Customer Bill Inquiry Report .................................................................................................................. 313
1.1.1.12.1 CREATE CUSTOMER BILL INQUIRY REPORT........................................................................................... 313
Create Customer Bill Inquiry Report................................................................................................................. 314
Generate Customer Bill Inquiry ........................................................................................................................ 315
Modify Customer Bill Inquiry (Deleted) ............................................................................................................ 315
Cancel Customer Bill Inquiry (Deleted) ............................................................................................................ 316
Convert Customer Bill Inquiry .......................................................................................................................... 316
Request Additional Bill Inquiry Information ..................................................................................................... 316
1.1.1.12.2 ASSESS CUSTOMER BILL INQUIRY REPORT............................................................................................ 317
Assess Customer Bill Inquiry Report ................................................................................................................. 318
Verify Customer Bill Inquiry ............................................................................................................................. 319
Assess and Investigate Customer Bill Inquiry ................................................................................................... 320
Identify Customer Bill Inquiry Root Cause ........................................................................................................ 320
Complete Customer Bill Inquiry Assessment ..................................................................................................... 321
1.1.1.12.3 AUTHORIZE CUSTOMER BILL INVOICE ADJUSTMENT ............................................................................ 322
Authorize Customer Bill Invoice Adjustment ..................................................................................................... 322
Determine Automated Bill Adjustment............................................................................................................... 323
Analyze Detailed Bill Inquiry ............................................................................................................................ 324
Record Customer Bill Invoice Adjustment ......................................................................................................... 325
1.1.1.12.4 TRACK & MANAGE CUSTOMER BILL INQUIRY RESOLUTION ................................................................. 326
Schedule Customer Bill Inquiry Analysis and Adjustment Activities ................................................................. 326
Track & Manage Customer Bill Inquiry Resolution .......................................................................................... 327
Coordinate Customer Bill Inquiry Analysis and Adjustment Activities ............................................................. 328
Assign Customer Bill Inquiry Analysis and Adjustment Activities ..................................................................... 329
Modify Customer Bill Inquiry ............................................................................................................................ 330

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Business Process Framework (eTOM) R13.5

Cancel Customer Bill Inquiry ............................................................................................................................ 330

Monitor Customer Bill Inquiry Jeopardy Status ................................................................................................ 331
Initiate S/P Customer Bill Inquiry Resolution Request ...................................................................................... 332
1.1.1.12.5 REPORT CUSTOMER BILL INQUIRY ........................................................................................................ 333
Report Customer Bill Inquiry ............................................................................................................................ 333
Monitor Customer Bill Inquiries........................................................................................................................ 334
Provide Customer Bill Inquiry Change Notification ......................................................................................... 335
Provide Management Reports ........................................................................................................................... 335
1.1.1.13 CHARGING ................................................................................................................................................ 336
Charging ............................................................................................................................................................ 337
Provide Advice of Charge/Rate ......................................................................................................................... 338
Perform Rating .................................................................................................................................................. 338
Apply Rate Level Discounts ............................................................................................................................... 339
Aggregate Items For Charging .......................................................................................................................... 340
Manage Customer Charging Hierarchy ............................................................................................................ 341
Calculate Service/Product Value (Deleted) ....................................................................................................... 341
1.1.1.14 MANAGE BILLING EVENTS ....................................................................................................................... 342
Manage Billing Events....................................................................................................................................... 342
Enrich Billing Events ......................................................................................................................................... 343
Guide Billing Events .......................................................................................................................................... 344
Mediate Billing Events ....................................................................................................................................... 344
Report Billing Event Records ............................................................................................................................ 345
1.1.1.14.1 ENRICH BILLING EVENTS....................................................................................................................... 346
Enrich Billing Events ......................................................................................................................................... 346
Add Billing Event Data ...................................................................................................................................... 347
Assign Billing Event Price ................................................................................................................................. 348
1.1.1.14.2 GUIDE BILLING EVENTS ........................................................................................................................ 349
Guide Billing Events .......................................................................................................................................... 349
Ensure Billing Event Usage ............................................................................................................................... 350
Distribute Billing Event ..................................................................................................................................... 351
1.1.1.14.3 MEDIATE BILLING EVENTS .................................................................................................................... 351
Mediate Billing Events ....................................................................................................................................... 352
Edit Billing Event............................................................................................................................................... 353
Reformat Billing Event ...................................................................................................................................... 353
1.1.1.14.4 REPORT BILLING EVENT RECORDS ........................................................................................................ 354
Report Billing Event Records ............................................................................................................................ 355
Generate Billing Event Report ........................................................................................................................... 355
Investigate Billing Event Related Problem ........................................................................................................ 356
Support Billing Event Related Process .............................................................................................................. 357
1.1.1.15 MANAGE BALANCES................................................................................................................................. 357
Manage Balances .............................................................................................................................................. 358
Manage Balance Policies .................................................................................................................................. 359
Manage Balance Operations ............................................................................................................................. 360
Manage Balance Containers ............................................................................................................................. 360
Authorize Transaction Based on Balance .......................................................................................................... 361
Enable Retention & Loyalty ............................................................................................................................... 362
Customer Management ...................................................................................................................................... 363
Establish Customer Relationship ....................................................................................................................... 364
Re-establish Customer Relationship .................................................................................................................. 365
Terminate Customer Relationship ..................................................................................................................... 366
1.1.1.16.1 ENABLE RETENTION & LOYALTY .......................................................................................................... 366
Enable Retention & Loyalty ............................................................................................................................... 367
Build Customer Insight ...................................................................................................................................... 368
Analyze & Manage Customer Risk .................................................................................................................... 368
Personalize Customer Profile for Retention & Loyalty ..................................................................................... 369

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Validate Customer Satisfaction ......................................................................................................................... 370

1.1.1.16.1.1 BUILD CUSTOMER INSIGHT ................................................................................................................. 371
Gather Customer Information ........................................................................................................................... 372
Build Customer Insight ...................................................................................................................................... 372
Report Customer Information ............................................................................................................................ 373
1.1.1.16.1.2 ANALYZE & MANAGE CUSTOMER RISK ............................................................................................. 374
Ensure Risk Analysis Basis ................................................................................................................................ 374
Analyze & Manage Customer Risk .................................................................................................................... 375
Ensure Consistent Risk Analysis ........................................................................................................................ 376
Determine Customer Risk .................................................................................................................................. 376
Identify Risk Management Treatment ................................................................................................................ 377
1.1.1.16.1.3 PERSONALIZE CUSTOMER PROFILE FOR RETENTION & LOYALTY ....................................................... 378
Collect Customer Personalization Information ................................................................................................. 378
Personalize Customer Profile for Retention & Loyalty ..................................................................................... 379
Provide Customer Personalization Information ................................................................................................ 380
Ensure Customer Personalization Opportunities .............................................................................................. 381
1.1.1.16.1.4 VALIDATE CUSTOMER SATISFACTION ................................................................................................ 382
Validate Solution Predicted/Expected Value ..................................................................................................... 382
Validate Customer Satisfaction ......................................................................................................................... 383
Vaildate Customer Satisfaction ......................................................................................................................... 384
Initialize after-sales processes ........................................................................................................................... 384
1.1.1.16.2 ESTABLISH CUSTOMER RELATIONSHIP .................................................................................................. 385
Verify Customer ................................................................................................................................................. 386
Establish Customer Relationship ....................................................................................................................... 386
Issue Unique Customer ID................................................................................................................................. 387
Establish New Customer Identity ....................................................................................................................... 388
Gather Authentication Information ................................................................................................................... 388
Clean-ip & Archive Customer Identifying Information ..................................................................................... 389
Acquire Customer Data ..................................................................................................................................... 390
De-duplicate Customer Identity ......................................................................................................................... 391
1.1.1.16.2.7 ACQUIRE CUSTOMER DATA ................................................................................................................ 392
Determine Required Customer Data ................................................................................................................. 392
Acquire Customer Data ..................................................................................................................................... 393
Capture & Record Customer Data .................................................................................................................... 394
1.1.1.17 CUSTOMER INFORMATION MANAGEMENT ................................................................................................ 395
Create Customer Record ................................................................................................................................... 395
Customer Information Management .................................................................................................................. 396
Update Customer Data ...................................................................................................................................... 397
Notify Customer Data Change........................................................................................................................... 397
Archive Customer Data ..................................................................................................................................... 398
Build a unified customer view ............................................................................................................................ 399
1.1.1.18 CUSTOMER INTERACTION MANAGEMENT................................................................................................. 400
Notify Customer ................................................................................................................................................. 400
Customer Interaction Management ................................................................................................................... 401
Create Customer Interaction ............................................................................................................................. 402
Track and Manage Customer Interaction .......................................................................................................... 402
Update Customer Interaction ............................................................................................................................ 403
Report Customer interaction ............................................................................................................................. 404
Close Customer Interaction ............................................................................................................................... 404
Authenticate User .............................................................................................................................................. 405
Log Customer Interaction .................................................................................................................................. 406
Customer Interface Management....................................................................................................................... 407
1.1.1.18.9 CUSTOMER INTERFACE MANAGEMENT.................................................................................................. 407
Customer Interface Management....................................................................................................................... 408
Manage Contact ................................................................................................................................................ 409

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Manage Request (Including Self Service) .......................................................................................................... 409

Analyze & Report on Customer ......................................................................................................................... 410
Mediate & Orchestrate Customer Interactions ................................................................................................. 411
1.1.1.18.9.1 MANAGE CONTACT ............................................................................................................................ 412
Identify Contact ................................................................................................................................................. 412
Manage Contact ................................................................................................................................................ 413
Develop Contact ................................................................................................................................................ 413
1.1.1.18.9.2 MANAGE REQUEST (INCLUDING SELF SERVICE) ................................................................................. 414
Handle Request .................................................................................................................................................. 415
Manage Request (Including Self Service) .......................................................................................................... 415
Provide Request Status ...................................................................................................................................... 416
Close Request .................................................................................................................................................... 417
1.1.1.18.9.3 ANALYZE & REPORT ON CUSTOMER .................................................................................................. 417
Analyze Customer Requests & Contacts ............................................................................................................ 418
Analyze & Report on Customer ......................................................................................................................... 419
Report Customer Requests & Contacts.............................................................................................................. 419
1.1.1.18.9.4 MEDIATE & ORCHESTRATE CUSTOMER INTERACTIONS...................................................................... 420
Identify Customer Interactions Data Formats ................................................................................................... 420
Mediate & Orchestrate Customer Interactions ................................................................................................. 421
Orchestrate Customer Interactions ................................................................................................................... 422
Mediate Customer Interactions ......................................................................................................................... 423
1.1.2.1 SM&O SUPPORT & READINESS .................................................................................................................. 423
SM&O Support & Readiness ............................................................................................................................. 424
Manage Service Inventory ................................................................................................................................. 425
Enable Service Configuration & Activation ...................................................................................................... 426
Support Service Problem Management ............................................................................................................. 428
Enable Service Quality Management ................................................................................................................ 429
Support Service & Specific Instance Rating ...................................................................................................... 430
1.1.2.1.2 ENABLE SERVICE CONFIGURATION & ACTIVATION................................................................................. 431
Enable Service Configuration & Activation ...................................................................................................... 432
Plan & Forecast Service Infrastructure Requirements and Manage Capacity Planning .................................. 433
Establish, Manage, and Develop Service Infrastructure Organization, Tools and Processes .......................... 434
Develop and Implement Service Infrastructure Capacity and Operational Rules and Procedures ................. 435
Perform Service Infrastructure Acceptance Test and Address & Monitor the Change .................................... 436
Track & Supervise the Rollout of new and/or Modified Infrastructure ............................................................. 437
Monitor, Report and Release Mgmt. of Service Infrastructure and Capacity Utilization ................................. 437
Optimize Existing Service Infrastructure Utilization ......................................................................................... 438
Track, Monitor and Report Resource Provisioning .......................................................................................... 439
Update Service Inventory Record ...................................................................................................................... 439
1.1.2.1.3 SUPPORT SERVICE PROBLEM MANAGEMENT ........................................................................................... 440
Support Service Problem Management ............................................................................................................. 440
Manage Service Problem & Performance Data Collection ............................................................................. 442
Manage Service Infrastructure, Provisioning and Preventive Maintenance Schedules .................................... 442
Report Service Problem Trends ......................................................................................................................... 443
Track, Monitor and Manage Service Problem Processes .................................................................................. 444
Provide Support for Service Problem Processes ............................................................................................... 445
1.1.2.1.4 ENABLE SERVICE QUALITY MANAGEMENT ............................................................................................. 445
Enable Service Quality Management ................................................................................................................ 446
Monitor & Manage Regulatory Issues ............................................................................................................... 447
Establish and Maintain Performance Threshold Standards .............................................................................. 448
Undertake Performance Trend Analysis ............................................................................................................ 449
Monitor and Analyse Service Performance Reports, and Identify Issues .......................................................... 449
Correlate the Service Performance Problem Reports & Manage Inventory Repository ................................... 450
Manage Service Performance Data Collection ................................................................................................. 451
Establish, Maintain and Manage the Support Plans ......................................................................................... 452

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Assess and Report Service Quality Management Processes .............................................................................. 452

Provide Supporting Procedures and Quality Management Support ................................................................. 453
1.1.2.2 SERVICE CONFIGURATION & ACTIVATION ................................................................................................. 454
Service Configuration & Activation .................................................................................................................. 454
Design Solution.................................................................................................................................................. 455
Allocate Specific Service Parameters to Services .............................................................................................. 457
Track & Manage Service Provisioning ............................................................................................................. 458
Implement, Configure & Activate Service ......................................................................................................... 459
Test Service End-to-End .................................................................................................................................... 460
1.1.2.2.6 (Deleted) ............................................................................................................................................. 461
Issue Service Orders .......................................................................................................................................... 461
Report Service Provisioning .............................................................................................................................. 462
Close Service Order ........................................................................................................................................... 463
Recover Service ................................................................................................................................................. 464
1.1.2.2.1 DESIGN SOLUTION ................................................................................................................................... 465
Design Solution.................................................................................................................................................. 465
Develop Overall Service Design ........................................................................................................................ 466
Develop Service Implementation Plan ............................................................................................................... 467
Develop Detailed Service Design ...................................................................................................................... 468
1.1.2.2.2 ALLOCATE SPECIFIC SERVICE PARAMETERS TO SERVICES ...................................................................... 469
Allocate Specific Service Parameters to Services .............................................................................................. 469
Determine Service Parameter Availability ........................................................................................................ 470
Reserve Service Parameters .............................................................................................................................. 471
Release Service Parameter ................................................................................................................................ 472
Allocate Service Parameters .............................................................................................................................. 472
1.1.2.2.3 TRACK & MANAGE SERVICE PROVISIONING ........................................................................................... 473
Track & Manage Service Provisioning ............................................................................................................. 474
Assign Service Provisioning Activity ................................................................................................................. 475
Track Service Provisioning Activity .................................................................................................................. 475
Manage Service Provisioning Activity ............................................................................................................... 476
1.1.2.2.4 IMPLEMENT, CONFIGURE & ACTIVATE SERVICE ..................................................................................... 477
Implement, Configure & Activate Service ......................................................................................................... 478
Configure Service .............................................................................................................................................. 479
Implement Service.............................................................................................................................................. 480
Activate Service ................................................................................................................................................. 481
1.1.2.2.5 TEST SERVICE END-TO-END .................................................................................................................... 482
Test Service End-to-End .................................................................................................................................... 482
Test Service ........................................................................................................................................................ 483
Develop Service Test Plans ............................................................................................................................... 484
Capture Service Test Results ............................................................................................................................. 485
1.1.2.2.7 ISSUE SERVICE ORDERS ........................................................................................................................... 485
Issue Service Orders .......................................................................................................................................... 486
Assess Service Request ...................................................................................................................................... 487
Create Service Orders ....................................................................................................................................... 488
Mark Service Order for Special Handling ......................................................................................................... 489
1.1.2.2.8 REPORT SERVICE PROVISIONING ............................................................................................................. 490
Report Service Provisioning .............................................................................................................................. 490
Monitor Service Order Status ............................................................................................................................ 491
Distribute Service Order Notification ................................................................................................................ 492
Distribute Service Provisioning Reports ........................................................................................................... 493
1.1.2.2.10 RECOVER SERVICE................................................................................................................................. 493
Recover Service ................................................................................................................................................. 494
Develop Service Recovery Plan ......................................................................................................................... 495
Provide Service Recovery Proposal Notification .............................................................................................. 496
Request Service Recovery Authorization ........................................................................................................... 496

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Commence Service Recovery ............................................................................................................................. 497

Complete Service Recovery ............................................................................................................................... 498
1.1.2.3 SERVICE PROBLEM MANAGEMENT ............................................................................................................. 499
Service Problem Management ........................................................................................................................... 499
Create Service Trouble Report .......................................................................................................................... 500
Diagnose Service Problem ................................................................................................................................ 501
Correct & Resolve Service Problem .................................................................................................................. 502
Track & Manage Service Problem .................................................................................................................... 503
Report Service Problem ..................................................................................................................................... 505
Close Service Trouble Report ............................................................................................................................ 506
Survey & Analyze Service Problem ................................................................................................................... 506
1.1.2.3.1 CREATE SERVICE TROUBLE REPORT........................................................................................................ 508
Create Service Trouble Report .......................................................................................................................... 508
Generate Service Problem ................................................................................................................................. 509
Convert Report To Service Problem Format ..................................................................................................... 510
Estimate Time For Restoring Service ................................................................................................................ 511
Convert Report To Service Problem Format .................................................................................................... 511
1.1.2.3.2 DIAGNOSE SERVICE PROBLEM ................................................................................................................. 512
Diagnose Service Problem ................................................................................................................................ 513
Verify Service Configuration ............................................................................................................................. 514
Perform Specific Service Problem Diagnostics ................................................................................................. 515
Perform Specific Service Problem Tests ............................................................................................................ 515
Schedule Routine Service Problem Tests ........................................................................................................... 516
Stop And Start Audit On Services ...................................................................................................................... 517
Notify T&M Root Cause Service Problem ......................................................................................................... 517
1.1.2.3.3 CORRECT & RESOLVE SERVICE PROBLEM .............................................................................................. 518
Correct & Resolve Service Problem .................................................................................................................. 519
Reassign / Reconfigure Failed Service .............................................................................................................. 520
Manage Service Restoration .............................................................................................................................. 520
Implement Service Problem Work Arounds ....................................................................................................... 521
Invoke Support Service Problem Management Processes ................................................................................. 522
1.1.2.3.4 TRACK & MANAGE SERVICE PROBLEM ................................................................................................... 523
Track & Manage Service Problem .................................................................................................................... 523
Coordinate Service Problem.............................................................................................................................. 525
Perform First in Service Testing ........................................................................................................................ 526
Cancel Service Problem .................................................................................................................................... 526
Escalate/End Service Problem........................................................................................................................... 527
Perform Final Service Test ................................................................................................................................ 528
Engage External Service Suppliers .................................................................................................................... 528
1.1.2.3.5 REPORT SERVICE PROBLEM ..................................................................................................................... 529
Report Service Problem ..................................................................................................................................... 530
Monitor Service Problem ................................................................................................................................... 530
Distribute Service Problem Notifications .......................................................................................................... 531
Distribute Service Problem Management Reports & Summaries ...................................................................... 532
1.1.2.3.7 SURVEY & ANALYZE SERVICE PROBLEM ............................................................................................... 533
Survey & Analyze Service Problem ................................................................................................................... 533
Manage Service Alarm Event Notifications ....................................................................................................... 535
Filter Service Alarm Event Notifications ........................................................................................................... 536
Correlate Service Alarm Event Notifications .................................................................................................... 536
Abate Service Alarm Event Records .................................................................................................................. 537
Trigger Defined Service Alarm Action .............................................................................................................. 538
1.1.2.4 SERVICE QUALITY MANAGEMENT .............................................................................................................. 539
Service Quality Management ............................................................................................................................. 539
Monitor Service Quality .................................................................................................................................... 540
Analyze Service Quality ..................................................................................................................................... 541

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Improve Service Quality .................................................................................................................................... 542

Report Service Quality Performance ................................................................................................................. 543
Create Service Performance Degradation Report ............................................................................................. 544
Track & Manage Service Quality Performance Resolution .............................................................................. 545
Close Service Performance Degradation Report............................................................................................... 546
1.1.2.4.1 MONITOR SERVICE QUALITY ................................................................................................................... 547
Monitor Service Quality .................................................................................................................................... 548
Manage Service Performance Quality Data ...................................................................................................... 549
Record Service Performance Quality Data ....................................................................................................... 550
Correlate Service Performance Event Notifications .......................................................................................... 551
1.1.2.4.2 ANALYZE SERVICE QUALITY ................................................................................................................... 552
Analyze Service Quality ..................................................................................................................................... 552
Perform Specific Service Performance Diagnostics .......................................................................................... 553
Manage Service Performance Data Collection Schedules ................................................................................ 554
1.1.2.4.3 IMPROVE SERVICE QUALITY .................................................................................................................... 555
Improve Service Quality .................................................................................................................................... 555
Reassign / Reconfigure Service or Service Parameters ..................................................................................... 556
Manage Service Improvement Notification and Authorization .......................................................................... 557
Develop Service Improvement Plans ................................................................................................................. 558
1.1.2.4.4 REPORT SERVICE QUALITY PERFORMANCE ............................................................................................. 559
Report Service Quality Performance ................................................................................................................. 559
Monitor Service Performance Degradation Report........................................................................................... 560
Report Constraints to Other Processes.............................................................................................................. 561
Distribute Service Quality Management Reports & Summaries ........................................................................ 561
1.1.2.4.5 CREATE SERVICE PERFORMANCE DEGRADATION REPORT ...................................................................... 562
Create Service Performance Degradation Report ............................................................................................. 563
Generate Service Performance Degradation Problem ...................................................................................... 564
Convert Report To Service Performance Degradation Report Format ............................................................. 565
1.1.2.4.6 TRACK & MANAGE SERVICE QUALITY PERFORMANCE RESOLUTION ...................................................... 565
Track & Manage Service Quality Performance Resolution .............................................................................. 566
Coordinate Service Quality ............................................................................................................................... 567
Request Service Performance Degradation Report Creation and Update ........................................................ 568
Update First in Service Testing Results ............................................................................................................. 569
Cancel Service Performance Degradation Report ............................................................................................ 570
Escalate/End Service Performance Degradation Report .................................................................................. 570
Clear Service Performance Degradation Report Status .................................................................................... 571
Engage External Service Suppliers .................................................................................................................... 572
1.1.2.5 SERVICE GUIDING & MEDIATION ............................................................................................................... 572
Service Guiding & Mediation ............................................................................................................................ 573
Mediate Service Usage Records ........................................................................................................................ 574
Rate Usage Records (Deleted) ........................................................................................................................... 574
Report Service Usage Records .......................................................................................................................... 575
Guide Resource Usage Records ........................................................................................................................ 575
1.1.2.5.1 MEDIATE SERVICE USAGE RECORDS ....................................................................................................... 576
Mediate Service Usage Records ........................................................................................................................ 576
Validate Service Usage Record ......................................................................................................................... 577
Normalize Service Usage Record ...................................................................................................................... 578
Convert Service Usage Record .......................................................................................................................... 579
Correlate Service Usage Record ....................................................................................................................... 579
Remove Duplicate Service Usage Record.......................................................................................................... 580
1.1.3.1 RM&O SUPPORT & READINESS ................................................................................................................. 581
RM&O Support & Readiness............................................................................................................................. 581
Enable Resource Provisioning........................................................................................................................... 583
Enable Resource Performance Management..................................................................................................... 584
Support Resource Trouble Management ........................................................................................................... 586

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Enable Resource Data Collection & Distribution ............................................................................................. 587

Manage Resource Inventory .............................................................................................................................. 589
Manage Logistics ............................................................................................................................................... 590
1.1.3.1.1 ENABLE RESOURCE PROVISIONING.......................................................................................................... 592
Enable Resource Provisioning........................................................................................................................... 592
Plan & Forecast Resource Infrastructure Requirements and Manage Capacity Planning ............................... 594
Establish, Manage, and Develop Organization, Tools and Processes .............................................................. 594
Develop and Implement Capacity and Operational Rules and Procedures ...................................................... 595
Perform Acceptance Test and Address & Monitor the Change ......................................................................... 596
Track & Supervise the Rollout of new and/or Modified Infrastructure ............................................................. 597
Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity Utilization .............................. 597
Optimize Existing Resource Infrastructure Utilization ...................................................................................... 598
Track, Monitor and Report Resource Provisioning .......................................................................................... 599
Update Inventory Record ................................................................................................................................... 599
1.1.3.1.2 ENABLE RESOURCE PERFORMANCE MANAGEMENT ................................................................................ 600
Enable Resource Performance Management..................................................................................................... 601
Monitor & Manage Regulatory Issues ............................................................................................................... 602
Establish and Maintain Performance Treshold Standards ................................................................................ 603
Undertake Performance Trend Analysis ............................................................................................................ 604
Monitor and Analyse Resource Performance Reports, and Identify Issues ....................................................... 604
Correlate the Performance Problem Reports & Manage Inventory Resitory.................................................... 605
Manage Resource Performance Data Collection .............................................................................................. 606
Establish, Maintain and Manage the Support Plans ......................................................................................... 606
Assess and Report Resource Performance Management Processes .................................................................. 607
Provide Supporting Procedures and Quality Management Support ................................................................. 608
1.1.3.1.3 SUPPORT RESOURCE TROUBLE MANAGEMENT ........................................................................................ 609
Support Resource Trouble Management ........................................................................................................... 609
Manage Resource Trouble & Performance Data Collection ........................................................................... 610
Manage Resource Infrastructure, Provisioning and Preventive Maintenance Schedules ................................. 611
Create Report .................................................................................................................................................... 612
Establish Warehouse and Manage Spares Including S/P .................................................................................. 613
Track, Monitor and Manage RTM Processes Including S/P ............................................................................. 613
Provide Support for RTM and SPM Processes .................................................................................................. 614
1.1.3.1.4 ENABLE RESOURCE DATA COLLECTION & DISTRIBUTION....................................................................... 615
Enable Resource Data Collection & Distribution ............................................................................................. 615
Manage and Adminiter Resource Data Collection and Distribution ................................................................. 617
Manage Resource Data Storage Facilities and Associated Processes .............................................................. 617
Track, Monitor and Report Resource Data Collection Processes and Capabilities ......................................... 618
Identify Data Collection Issues and Report ....................................................................................................... 619
1.1.3.1.5 MANAGE RESOURCE INVENTORY ............................................................................................................ 619
Manage Resource Inventory .............................................................................................................................. 620
Manage Resource Inventory Database and Processes ...................................................................................... 621
Perform Audit Tests ........................................................................................................................................... 622
Track and Monitor Resource Repository Capabilities ...................................................................................... 623
Identify Repository Issues and Provide and Repors and Warnings .................................................................. 623
1.1.3.1.7 MANAGE LOGISTICS ................................................................................................................................ 624
Manage Logistics ............................................................................................................................................... 624
Manage Warehousing ........................................................................................................................................ 626
Manage Orders .................................................................................................................................................. 627
Track and Monitor Logistics and Manage Resource Inventory ......................................................................... 628
Identify Logistic Issues and Provide and Reports ............................................................................................. 628
1.1.3.2 RESOURCE PROVISIONING .......................................................................................................................... 629
Resource Provisioning ....................................................................................................................................... 630
Allocate & Install Resource ............................................................................................................................... 631
Configure & Activate Resource ......................................................................................................................... 632

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Test Resource ..................................................................................................................................................... 633

Collect, Update & Report Resource Configuration Data (Deleted) .................................................................. 634
Track & Manage Resource Provisioning .......................................................................................................... 634
Close Resource Order........................................................................................................................................ 636
Issue Resource Orders ....................................................................................................................................... 637
Recover Resource .............................................................................................................................................. 638
1.1.3.2.1 ALLOCATE & INSTALL RESOURCE ........................................................................................................... 639
Allocate & Install Resource ............................................................................................................................... 639
Determine Resource Availability ....................................................................................................................... 641
Reserve Resource ............................................................................................................................................... 641
Release Resource ............................................................................................................................................... 642
Allocate Resource .............................................................................................................................................. 643
Install and Commission Resource ...................................................................................................................... 644
1.1.3.2.2 CONFIGURE & ACTIVATE RESOURCE....................................................................................................... 644
Configure & Activate Resource ......................................................................................................................... 645
Configure Resource ........................................................................................................................................... 646
Implement Resource .......................................................................................................................................... 647
Activate Resource .............................................................................................................................................. 648
1.1.3.2.3 TEST RESOURCE ...................................................................................................................................... 648
Test Resource ..................................................................................................................................................... 649
Test Specific Resources...................................................................................................................................... 650
Develop Test Plans ............................................................................................................................................ 650
Capture Test Results .......................................................................................................................................... 651
1.1.3.2.5 TRACK & MANAGE RESOURCE PROVISIONING ........................................................................................ 652
Coordinate Resource Provisioning Activity....................................................................................................... 652
Track & Manage Resource Provisioning .......................................................................................................... 653
Track Resource Provisioning Activity ............................................................................................................... 654
Manage Resource Provisioning Activity ............................................................................................................ 655
Update Resource Repository ............................................................................................................................. 656
1.1.3.2.6 REPORT RESOURCE PROVISIONING .......................................................................................................... 657
Report Resource Provisioning ........................................................................................................................... 657
Monitor Resource Order Status ......................................................................................................................... 658
Distribute Resource Order Notification ............................................................................................................ 659
Distribute Resource Provisioning Reports ........................................................................................................ 659
1.1.3.2.8 ISSUE RESOURCE ORDERS ....................................................................................................................... 660
Issue Resource Orders ....................................................................................................................................... 661
Assess Resource Request ................................................................................................................................... 662
Create Resource Orders .................................................................................................................................... 662
Mark Resource Order for Special Handling ...................................................................................................... 663
1.1.3.2.9 RECOVER RESOURCE ............................................................................................................................... 664
Recover Resource .............................................................................................................................................. 665
Develop Resource Recovery Plan ...................................................................................................................... 666
Provide Resource Recovery Proposal Notification ........................................................................................... 667
Request Resource Recovery Authorization ........................................................................................................ 667
Commence Resource Recovery .......................................................................................................................... 668
Complete Resource Recovery ............................................................................................................................ 669
Recover Specific Resource ................................................................................................................................. 669
1.1.3.3 RESOURCE TROUBLE MANAGEMENT .......................................................................................................... 670
Resource Trouble Management ......................................................................................................................... 670
Survey & Analyze Resource Trouble ................................................................................................................. 672
Localize Resource Trouble ................................................................................................................................ 673
Correct & Resolve Resource Trouble ................................................................................................................ 675
Track & Manage Resource Trouble .................................................................................................................. 676
Report Resource Trouble ................................................................................................................................... 677
Close Resource Trouble Report ......................................................................................................................... 678

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Create Resource Trouble Report ....................................................................................................................... 678

1.1.3.3.1 SURVEY & ANALYZE RESOURCE TROUBLE ............................................................................................ 679
Survey & Analyze Resource Trouble ................................................................................................................. 680
Manage Resource Alarm Event Notifications .................................................................................................... 681
Filter Resource Alarm Event Notifications ........................................................................................................ 682
Correlate Resource Alarm Event Notifications ................................................................................................. 683
Abate Alarm Event Records .............................................................................................................................. 684
Trigger Defined Action ...................................................................................................................................... 685
1.1.3.3.2 LOCALIZE RESOURCE TROUBLE............................................................................................................... 685
Localize Resource Trouble ................................................................................................................................ 686
Verify Resource Configuration .......................................................................................................................... 687
Perform Specific Resource Trouble Diagnostics ............................................................................................... 688
Perform Specific Resource Trouble Tests .......................................................................................................... 688
Stop And Start Audit On Resources ................................................................................................................... 689
Schedule Routine Resource Trouble Tests ......................................................................................................... 690
Notify T&M Root Cause Resource Trouble ....................................................................................................... 690
1.1.3.3.3 CORRECT & RESOLVE RESOURCE TROUBLE ............................................................................................ 691
Correct & Resolve Resource Trouble ................................................................................................................ 692
Repair / Replace Failed Resource ..................................................................................................................... 693
Isolate Unit with Fault ....................................................................................................................................... 693
Manage Standby Resource Units ....................................................................................................................... 694
Implement Resource Trouble Work Arounds ..................................................................................................... 695
Invoke Support Resource Trouble Management Processes ............................................................................... 695
1.1.3.3.4 TRACK & MANAGE RESOURCE TROUBLE ................................................................................................ 696
Track & Manage Resource Trouble .................................................................................................................. 697
Coordinate Resource Trouble............................................................................................................................ 698
Perform First in Testing .................................................................................................................................... 699
Cancel Resource Trouble .................................................................................................................................. 700
Escalate/End Resource Trouble......................................................................................................................... 700
Perform Final Test............................................................................................................................................. 701
Engaging External Suppliers ............................................................................................................................. 702
1.1.3.3.5 REPORT RESOURCE TROUBLE .................................................................................................................. 703
Report Resource Trouble ................................................................................................................................... 703
Monitor Resource Trouble ................................................................................................................................. 704
Distribute Notifications ..................................................................................................................................... 705
Distribute Management Reports & Summaries ................................................................................................. 705
1.1.3.3.7 CREATE RESOURCE TROUBLE REPORT .................................................................................................... 706
Create Resource Trouble Report ....................................................................................................................... 707
Generate Resource Trouble ............................................................................................................................... 708
Convert Report To Resource Trouble Format ................................................................................................... 708
Estimate Time For Restoring Resource ............................................................................................................. 709
1.1.3.4 RESOURCE PERFORMANCE MANAGEMENT ................................................................................................. 710
Resource Performance Management ................................................................................................................. 710
Monitor Resource Performance......................................................................................................................... 711
Analyze Resource Performance ......................................................................................................................... 712
Control Resource Performance ......................................................................................................................... 713
Report Resource Performance ........................................................................................................................... 714
Create Resource Performance Degradation Report .......................................................................................... 715
Track & Manage Resource Performance Resolution ........................................................................................ 716
Close Resource Performance Degradation Report ........................................................................................... 717
1.1.3.4.1 MONITOR RESOURCE PERFORMANCE ...................................................................................................... 718
Monitor Resource Performance......................................................................................................................... 719
Manage Resource Performance Data ................................................................................................................ 720
Record Resource Performance Data ................................................................................................................. 721
Correlate Resource Performance Event Notifications ....................................................................................... 721

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Business Process Framework (eTOM) R13.5

1.1.3.4.2 ANALYZE RESOURCE PERFORMANCE ...................................................................................................... 722

Analyze Resource Performance ......................................................................................................................... 723
Perform Specific Resource Performance Diagnostics ....................................................................................... 724
Manage Resource Performance Data Collection Schedules ............................................................................. 725
1.1.3.4.3 CONTROL RESOURCE PERFORMANCE ...................................................................................................... 726
Control Resource Performance ......................................................................................................................... 726
Instantiate Resource Performance Controls ...................................................................................................... 727
Instantiate Resource Trouble Controls .............................................................................................................. 728
1.1.3.4.4 REPORT RESOURCE PERFORMANCE ......................................................................................................... 729
Report Resource Performance ........................................................................................................................... 729
Monitor Resource Performance Degradation Report ....................................................................................... 730
Distribute Resource Quality Management Reports & Summaries .................................................................... 731
1.1.3.4.5 CREATE RESOURCE PERFORMANCE DEGRADATION REPORT ................................................................... 732
Create Resource Performance Degradation Report .......................................................................................... 732
Generate Resource Performance Degradation Problem ................................................................................... 733
Convert Report To Resource Performance Degradation Report Format ......................................................... 734
1.1.3.4.6 TRACK & MANAGE RESOURCE PERFORMANCE RESOLUTION .................................................................. 735
Track & Manage Resource Performance Resolution ........................................................................................ 735
Coordinate Resource Performance ................................................................................................................... 736
Request S/P Performance Degradation Report Creation and Update .............................................................. 737
Update First in Resource Testing Results.......................................................................................................... 738
Cancel Resource Performance Degradation Report ......................................................................................... 739
Escalate/End Resource Performance Degradation Report ............................................................................... 739
Clear Resource Performance Degradation Report Status ................................................................................. 740
Engage External Resource Suppliers ................................................................................................................ 741
1.1.3.5 RESOURCE DATA COLLECTION & DISTRIBUTION ....................................................................................... 742
Resource Data Collection & Distribution ......................................................................................................... 742
Collect Management and Security Information & Data .................................................................................... 743
Process Management and Security Information & Data ................................................................................... 744
Distribute Management and Security Information & Data ............................................................................... 745
Audit Management and Security Data Collection & Distribution ..................................................................... 745
1.1.3.5.1 COLLECT MANAGEMENT INFORMATION & DATA .................................................................................... 746
Collect Management and Security Information & Data .................................................................................... 747
Intercept Events/Information ............................................................................................................................. 747
Deliver Management Information ..................................................................................................................... 748
1.1.3.5.2 PROCESS MANAGEMENT INFORMATION & DATA .................................................................................... 749
Process Management and Security Information & Data ................................................................................... 749
Determine Recipients for Information/Data ...................................................................................................... 750
Filter Information/Data ..................................................................................................................................... 751
Aggregate Information/Data ............................................................................................................................. 751
Format Information/Data .................................................................................................................................. 752
1.1.3.5.3 DISTRIBUTE MANAGEMENT INFORMATION & DATA ............................................................................... 753
Distribute Management and Security Information & Data ............................................................................... 753
Distribute Information/Data .............................................................................................................................. 754
Manage Distribution.......................................................................................................................................... 755
Confirm Distribution and Clean-up ................................................................................................................... 756
1.1.3.6 RESOURCE MEDIATION & REPORTING ........................................................................................................ 756
Resource Mediation & Reporting ...................................................................................................................... 757
Mediate Resource Usage Records ..................................................................................................................... 758
Report Resource Usage Records ....................................................................................................................... 758
1.1.3.6.1 MEDIATE RESOURCE USAGE RECORDS ................................................................................................... 759
Mediate Resource Usage Records ..................................................................................................................... 759
Validate Resource Usage Records ..................................................................................................................... 760
Normalize Resource Usage Records.................................................................................................................. 761
Convert Resource Usage Records ..................................................................................................................... 762

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Correlate Resource Usage Records ................................................................................................................... 762

Remove Duplicate Resource Usage Records ..................................................................................................... 763
1.1.3.7 WORKFORCE MANAGEMENT ...................................................................................................................... 764
Manage Work Order Lifecycle .......................................................................................................................... 764
Workforce Management..................................................................................................................................... 765
Manage Schedules & Appointments .................................................................................................................. 767
Assign Task and Dispatch Task (Deleted) ......................................................................................................... 768
Track & Manage Work Order (Deleted) ........................................................................................................... 768
Plan and Forecast Workforce Management ...................................................................................................... 768
Administer and Configure Workforce Management .......................................................................................... 769
Report Workforce Management ......................................................................................................................... 770
Close Work Order (Deleted) .............................................................................................................................. 771
Issue Work Order (Deleted)............................................................................................................................... 771
1.1.3.7.1 MANAGE SCHEDULES & APPOINTMENTS ................................................................................................. 771
Workforce Management Schedule ..................................................................................................................... 772
Manage Schedules & Appointments .................................................................................................................. 773
Determine Work Schedule ................................................................................................................................. 773
Manage Reservations......................................................................................................................................... 774
Manage Appointments ....................................................................................................................................... 775
1.1.3.7.4 PLAN AND FORECAST WORKFORCE MANAGEMENT................................................................................. 776
Forecast Demand .............................................................................................................................................. 776
Plan and Forecast Workforce Management ...................................................................................................... 777
Forecast Workforce Availability ........................................................................................................................ 778
Adjust Durations ................................................................................................................................................ 779
1.1.3.7.5 ADMINISTER AND CONFIGURE WORKFORCE MANAGEMENT ................................................................... 779
Configure Skill Catalog ..................................................................................................................................... 780
Administer and Configure Workforce Management .......................................................................................... 781
Configure Work Catalog.................................................................................................................................... 782
Configure Schedules .......................................................................................................................................... 783
Administer Human Resources Catalog .............................................................................................................. 784
Administer Registration and Access .................................................................................................................. 785
Administer Organizations Catalog .................................................................................................................... 786
Configure Logging and Audit ............................................................................................................................ 786
Administer Tools and Materials Catalog ........................................................................................................... 787
1.1.3.7.9 MANAGE WORK ORDER LIFECYCLE ........................................................................................................ 788
Issue Work Order............................................................................................................................................... 788
Manage Work Order Lifecycle .......................................................................................................................... 789
Track and Manage Work Order......................................................................................................................... 790
Analyze and Decompose Work Order ................................................................................................................ 791
Close Work Order .............................................................................................................................................. 792
Assign Task ........................................................................................................................................................ 793
Report on Work Order ....................................................................................................................................... 794
Dispatch Task .................................................................................................................................................... 795
1.1.4.1 S/PRM SUPPORT & READINESS .................................................................................................................. 796
S/PRM Support & Readiness ............................................................................................................................. 796
Support S/P Requisition Management ............................................................................................................... 797
Support S/P Problem Reporting & Management ............................................................................................... 799
Support S/P Performance Management............................................................................................................. 800
Support S/P Settlements & Payments Management ........................................................................................... 802
Support S/P Interface Management ................................................................................................................... 803
Manage Supplier/Partner Inventory .................................................................................................................. 803
1.1.4.1.1 SUPPORT S/P REQUISITION MANAGEMENT .............................................................................................. 805
Support S/P Requisition Management ............................................................................................................... 805
Arrange and Manage Access from S/P to Service Provider Provisioning Tools and Processes ....................... 806
Arrange and Manage Access to Supplier/Partner Tools and Processes .......................................................... 807

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Supervise S/P Rollout & and Report S/P Capacity ............................................................................................ 808
Monitoring S/P Requested Infrastructure Deployment .................................................................................... 809
Reporting S/P Deployment Capability ............................................................................................................... 809
Detect impact on S/P Inventory Infrastructure and Update .............................................................................. 810
Analyzing S/P Requisition Processes Performance .......................................................................................... 811
1.1.4.1.2 SUPPORT S/P PROBLEM REPORTING & MANAGEMENT ............................................................................ 811
Support S/P Problem Reporting & Management ............................................................................................... 812
Arrange and Manage Access for S/P to Service Provider Problem Mgmt. Tools and Processes...................... 813
Arrange and Manage Access to Supplier/Partner Tools and Processes .......................................................... 814
Monitor, Report for S/P Performance and Provide Recommendations ............................................................ 815
Detect Change on S/P Inventory Infrastructure and Update ............................................................................. 815
Analyzing S/P Problem Processes Performance .............................................................................................. 816
1.1.4.1.3 SUPPORT S/P PERFORMANCE MANAGEMENT .......................................................................................... 817
Support S/P Performance Management............................................................................................................. 817
Arrange and Manage Access for S/P to Service Performance Mgmt. Tools and Processes .............................. 819
Arrange and Manage Access to Supplier/Partner Service Performance Mgmt. Tools and Processes ............. 819
Monitor and Report S/P Performance Issues and Provide Recommendations ................................................. 820
Detect Change on S/P Inventory Infrastructure and Update ............................................................................. 821
Analyzing S/P Performance Processes's Performance ..................................................................................... 822
1.1.4.1.4 SUPPORT S/P SETTLEMENTS & PAYMENTS MANAGEMENT ..................................................................... 822
Support S/P Settlements & Payments Management ........................................................................................... 823
Arrange Facilities, Tools and Systems to Support Processes ............................................................................ 824
Analyze S/P Settlements & Payments Process Performance ............................................................................. 824
1.1.4.1.5 SUPPORT S/P INTERFACE MANAGEMENT ................................................................................................. 825
Support S/P Interface Management ................................................................................................................... 826
Check Interface List,Status and Availability ...................................................................................................... 827
Identify Contact Changes and Update ............................................................................................................... 828
Assess S/P Interface Performance ..................................................................................................................... 828
1.1.4.1.6 MANAGE SUPPLIER/PARTNER INVENTORY .............................................................................................. 829
Manage S/P Inventory Repository .................................................................................................................... 831
Manage and Administer S/P Inventory .............................................................................................................. 831
Perform Audit Tests ........................................................................................................................................... 832
Track and Monitor S/P Inventory ...................................................................................................................... 833
Identify Issues and Provide Reports .................................................................................................................. 833
1.1.4.2 S/P REQUISITION MANAGEMENT ................................................................................................................ 834
Select Supplier/Partner ...................................................................................................................................... 834
S/P Requisition Management ............................................................................................................................. 835
Initiate S/P Requisition Order ........................................................................................................................... 836
Determine S/P Pre-Requisition Feasibility ........................................................................................................ 837
Report S/P Requisition ....................................................................................................................................... 838
Track & Manage S/P Requisition ...................................................................................................................... 839
Close S/P Requisition Order .............................................................................................................................. 840
Receive & Accept S/P Requisition ..................................................................................................................... 840
Recover S/P Product (Service/ Resource).......................................................................................................... 841
1.1.4.2.1 SELECT SUPPLIER/PARTNER .................................................................................................................... 842
Select Supplier/Partner ...................................................................................................................................... 842
Identify Supplier/Partner ................................................................................................................................... 843
Select most appropriate Supplier/partner .......................................................................................................... 844
1.1.4.2.2 DETERMINE S/P PRE-REQUISITION FEASIBILITY ...................................................................................... 845
Determine S/P Pre-Requisition Feasibility ........................................................................................................ 845
Assess S/P Delivery Capabilities ....................................................................................................................... 846
Establish Availability with S/P Inventory .......................................................................................................... 847
Evaluate S/P Against Business Needs ................................................................................................................ 848
1.1.4.2.3 TRACK & MANAGE S/P REQUISITION ...................................................................................................... 848
Track & Manage S/P Requisition ...................................................................................................................... 849

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Modify Information-S/P Requisition Orders ...................................................................................................... 850

Cancel S/P Requisition Orders .......................................................................................................................... 850
Escalate S/P Requisition Orders........................................................................................................................ 851
Manage S/P Requisition Orders ........................................................................................................................ 852
Monitor Jeopardy Status- Open S/P Requisition Orders ................................................................................... 853
Track S/P Requisition Orders ............................................................................................................................ 853
Notify- Cleared Status of S/P Requisition Orders .............................................................................................. 854
1.1.4.2.5 INITIATE S/P REQUISITION ORDER........................................................................................................... 855
Initiate S/P Requisition Order ........................................................................................................................... 855
Generate S/P Requisition Order ........................................................................................................................ 856
Issue S/P Requisition Order............................................................................................................................... 857
1.1.4.2.6 REPORT S/P REQUISITION ........................................................................................................................ 858
Report S/P Requisition ....................................................................................................................................... 858
Monitor S/P Requisition Order Status ............................................................................................................... 859
Manage S/P Requisition Order Status Notification ........................................................................................... 859
Report S/P Requisition Order Status ................................................................................................................. 860
1.1.4.2.7 CLOSE S/P REQUISITION ORDER .............................................................................................................. 861
Close S/P Requisition Order .............................................................................................................................. 861
Monitor Status- All Open S/P Requisition Order............................................................................................... 862
Mark S/P Requisition Order As Closed ............................................................................................................. 863
1.1.4.3 S/P PROBLEM REPORTING & MANAGEMENT .............................................................................................. 863
S/P Problem Reporting & Management ............................................................................................................ 864
Initiate S/P Problem Report............................................................................................................................... 865
Receive S/P Problem Report .............................................................................................................................. 866
Track & Manage S/P Problem Resolution......................................................................................................... 866
Report S/P Problem Resolution ......................................................................................................................... 867
Close S/P Problem Report ................................................................................................................................. 868
1.1.4.3.1 INITIATE S/P PROBLEM REPORT .............................................................................................................. 869
Initiate S/P Problem Report............................................................................................................................... 870
Generate S/P Problem Peport ........................................................................................................................... 870
Issue S/P Problem Report .................................................................................................................................. 871
1.1.4.3.2 RECEIVE S/P PROBLEM REPORT .............................................................................................................. 872
Receive S/P Problem Report .............................................................................................................................. 872
Receive S/P Problem Notification...................................................................................................................... 873
Forward S/P Problem Notification .................................................................................................................... 874
1.1.4.3.3 TRACK & MANAGE S/P PROBLEM RESOLUTION ...................................................................................... 875
Track & Manage S/P Problem Resolution......................................................................................................... 875
Modify S/P Problem Report ............................................................................................................................... 876
Cancel S/P Problem Report ............................................................................................................................... 877
Escalate S/P Problem Resolution ...................................................................................................................... 877
Manage S/P Problem Resolution ....................................................................................................................... 878
Monitor S/P Problem Jeopardy Status .............................................................................................................. 879
Notify S/P Problem Cleared .............................................................................................................................. 879
1.1.4.3.4 REPORT S/P PROBLEM RESOLUTION ........................................................................................................ 880
Report S/P Problem Resolution ......................................................................................................................... 880
Monitor S/P Problem Resolution ....................................................................................................................... 881
Issue S/P Problem Resolution Management Summaries ................................................................................... 882
Generate S/P Problem Resolution Management Reports .................................................................................. 883
Notify S/P Problem Resolution .......................................................................................................................... 884
1.1.4.3.5 CLOSE S/P PROBLEM REPORT .................................................................................................................. 884
Close S/P Problem Report ................................................................................................................................. 885
Monitor Status- All open S/P problem report .................................................................................................... 886
Mark S/P problem Report as closed .................................................................................................................. 886
1.1.4.4 S/P PERFORMANCE MANAGEMENT ............................................................................................................. 887
S/P Performance Management .......................................................................................................................... 887

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Initiate S/P Performance Degradation Report .................................................................................................. 888

Track & Manage S/P Performance Resolution ................................................................................................. 889
Report S/P Performance .................................................................................................................................... 890
Close S/P Performance Degradation Report ..................................................................................................... 891
Monitor & Control S/P Service Performance .................................................................................................... 892
1.1.4.4.1 MONITOR & CONTROL S/P SERVICE PERFORMANCE ............................................................................... 892
Monitor & Control S/P Service Performance .................................................................................................... 893
Collect S/P Service Performance Data .............................................................................................................. 894
Analyze S/P Service Performance Data ............................................................................................................. 894
Initiate Corrective Actions ................................................................................................................................. 895
1.1.4.4.2 TRACK & MANAGE S/P PERFORMANCE RESOLUTION.............................................................................. 896
Track & Manage S/P Performance Resolution ................................................................................................. 896
Modify Information-S/P Performance Degradation Reports ............................................................................. 897
Cancel S/P Performance Degradation Report .................................................................................................. 898
Escalate S/P Performance Degradation Report ................................................................................................ 898
Manage S/P Performance Degradation Report ................................................................................................. 899
Monitor Jeopardy Status- Open S/P Performance Degradation Reports .......................................................... 900
Notify- Cleared Status of S/P Performance Degradation Report ...................................................................... 900
1.1.4.4.3 REPORT S/P PERFORMANCE..................................................................................................................... 901
Report S/P Performance .................................................................................................................................... 901
Monitor S/P Performance .................................................................................................................................. 902
Distribute S/P Performance Management Summaries ...................................................................................... 903
Distribute S/P Performance Management Reports ............................................................................................ 904
1.1.4.4.4 CLOSE S/P PERFORMANCE DEGRADATION REPORT ................................................................................. 905
Close S/P Performance Degradation Report ..................................................................................................... 905
Monitor status- all open S/P performance degradation report ......................................................................... 906
Mark S/P performance Degradation Report as closed ...................................................................................... 906
1.1.4.4.5 INITIATE S/P PERFORMANCE DEGRADATION REPORT.............................................................................. 907
Initiate S/P Performance Degradation Report .................................................................................................. 908
Create S/P Performance Degration Report ....................................................................................................... 908
Issue S/P Performance Degration Report.......................................................................................................... 909
1.1.4.5 S/P SETTLEMENTS & PAYMENTS MANAGEMENT ........................................................................................ 910
S/P Settlements & Payments Management ........................................................................................................ 910
Manage Account ................................................................................................................................................ 911
Receive & Assess Invoice................................................................................................................................... 912
Negotiate & Approve Invoice ............................................................................................................................ 912
Issue Settlement Notice & Payment ................................................................................................................... 913
1.1.4.6 S/P INTERFACE MANAGEMENT ................................................................................................................... 914
S/P Interface Management ................................................................................................................................ 914
Manage S/P Requests (Including Self Service) .................................................................................................. 915
Analyze & Report S/P Interactions .................................................................................................................... 916
Mediate & Orchestrate Supplier/Partner Interactions ...................................................................................... 916
1.1.4.6.1 MANAGE S/P REQUESTS (INCLUDING SELF SERVICE).............................................................................. 917
Manage S/P Requests (Including Self Service) .................................................................................................. 918
Gather Supplier/Partner Request ...................................................................................................................... 919
Guide Supplier/Partner Requests ...................................................................................................................... 919
Prepare Supplier/Partner Interaction response ................................................................................................ 920
1.1.4.6.2 ANALYZE & REPORT S/P INTERACTIONS ................................................................................................. 921
Analyze & Report S/P Interactions .................................................................................................................... 921
Analyze Supplier/Partner Interactions .............................................................................................................. 922
Generate Supplier/Partner Interactions Report ................................................................................................ 923
1.1.4.6.3 MEDIATE & ORCHESTRATE SUPPLIER/PARTNER INTERACTIONS ............................................................. 923
Mediate & Orchestrate Supplier/Partner Interactions ...................................................................................... 924
Identify Supplier/Partner Interactions Data Formats ....................................................................................... 925
Orchestrate Supplier/Partner interactions ........................................................................................................ 925

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Mediate Supplier/Partner Interactions .............................................................................................................. 926

1.2.1.1 MARKET STRATEGY & POLICY ................................................................................................................... 927
Market Strategy & Policy .................................................................................................................................. 927
Gather & Analyze Market Information .............................................................................................................. 928
Establish Market Segments ................................................................................................................................ 929
Gain Commitment to Marketing Strategy .......................................................................................................... 930
Establish Market Strategy.................................................................................................................................. 930
Link Market Segments & Products .................................................................................................................... 931
1.2.1.1.2 ESTABLISH MARKET STRATEGY .............................................................................................................. 932
Establish Market Strategy.................................................................................................................................. 932
Establish Market Participation .......................................................................................................................... 933
Establish Market Strategy Objectives ................................................................................................................ 934
Support Market Strategy .................................................................................................................................... 934
Identify Enterpise areas to meet market startegy objectives .............................................................................. 935
1.2.1.1.3 ESTABLISH MARKET SEGMENTS .............................................................................................................. 936
Establish Market Segments ................................................................................................................................ 936
Identify Market Segments .................................................................................................................................. 937
Manage Market Segments outcome ................................................................................................................... 937
Reporting - Specific Market Segments ............................................................................................................... 938
1.2.1.1.4 LINK MARKET SEGMENTS & PRODUCTS .................................................................................................. 939
Link Market Segments & Products .................................................................................................................... 939
Link consumption profiles & available product families ................................................................................... 940
Identify potential new product families for market segments ............................................................................ 941
Analyze Market Segment purchase and issues ................................................................................................... 941
1.2.1.1.5 GAIN COMMITMENT TO MARKETING STRATEGY ..................................................................................... 942
Gain Commitment to Marketing Strategy .......................................................................................................... 942
Identify Stakeholders to Market Strategy ........................................................................................................... 943
Gain Market Strategy Stakeholder approval ..................................................................................................... 944
Gain Enterprise Commitment to Market Strategy ............................................................................................. 944
1.2.1.2 PRODUCT & OFFER PORTFOLIO PLANNING ................................................................................................. 945
Product & Offer Portfolio Planning .................................................................................................................. 945
Gather & Analyze Product Information ............................................................................................................ 946
Establish Product Portfolio Strategy ................................................................................................................. 947
Produce Product Portfolio Business Plans........................................................................................................ 948
Gain Commitment to Product Business Plans ................................................................................................... 948
1.2.1.2.1 GATHER & ANALYZE PRODUCT INFORMATION ....................................................................................... 949
Gather & Analyze Product Information ............................................................................................................ 950
Gather Product Information .............................................................................................................................. 951
Analyze Product Information ............................................................................................................................. 951
1.2.1.2.2 ESTABLISH PRODUCT PORTFOLIO STRATEGY .......................................................................................... 952
Establish Product Portfolio Strategy ................................................................................................................. 953
Define overall product portfolios structure ....................................................................................................... 953
implement product portfolio management functions ......................................................................................... 954
1.2.1.2.3 PRODUCE PRODUCT PORTFOLIO BUSINESS PLANS ................................................................................... 955
Produce Product Portfolio Business Plans........................................................................................................ 955
Co-ordinate Product Business Plans ................................................................................................................. 956
Develop Product Portfolio Forecasts ................................................................................................................ 957
Negotiate Product Business Plan Resources ..................................................................................................... 957
Develop Outline Market Strategy ...................................................................................................................... 958
Develop Product Pricing Strategy ..................................................................................................................... 959
Develop Revenue/Cost Projections .................................................................................................................... 959
Develop Product Performance Requirements ................................................................................................... 960
Develop Product Operational Requirements ..................................................................................................... 961
Gain Business Plan Commitment and Approval ................................................................................................ 961
Communicate Business Plans ............................................................................................................................ 962

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

1.2.1.2.4 GAIN COMMITMENT TO PRODUCT BUSINESS PLANS ................................................................................ 963

Gain Commitment to Product Business Plans ................................................................................................... 963
Identify Stakeholders to Product Business plans ............................................................................................... 964
Gain Product Business plans Stakeholders approval ........................................................................................ 964
Gain Enterprise Commitment to Product Business plans .................................................................................. 965
1.2.1.3 PRODUCT & OFFER CAPABILITY DELIVERY ............................................................................................... 966
Product & Offer Capability Delivery ................................................................................................................ 966
Define Product Capability Requirements .......................................................................................................... 967
Capture Product Capability Shortfalls .............................................................................................................. 968
Approve Product Business Case ........................................................................................................................ 968
Deliver Product Capability................................................................................................................................ 969
Manage Handover to Product Operations ........................................................................................................ 970
Manage Product Capability Delivery Methodology .......................................................................................... 971
1.2.1.3.1 DEFINE PRODUCT CAPABILITY REQUIREMENTS ...................................................................................... 972
Define Product Capability Requirements .......................................................................................................... 972
Capture Product Infrastructure Requirements .................................................................................................. 973
Agree Product Infrastructure Requirements ...................................................................................................... 974
Report Product Infrastructure Requirements .................................................................................................... 974
1.2.1.3.2 CAPTURE PRODUCT CAPABILITY SHORTFALLS ........................................................................................ 975
Capture Product Capability Shortfalls .............................................................................................................. 976
Capture Product Capacity Shortfalls ................................................................................................................ 976
Capture Product Performance Shortfalls .......................................................................................................... 977
Capture Product Operational Support Shorfalls ............................................................................................... 978
1.2.1.3.3 APPROVE PRODUCT BUSINESS CASE ....................................................................................................... 978
Approve Product Business Case ........................................................................................................................ 979
Develop Product Business Case ........................................................................................................................ 980
Gain Product Business Case Approval .............................................................................................................. 981
1.2.1.3.4 DELIVER PRODUCT CAPABILITY .............................................................................................................. 981
Deliver Product Capability................................................................................................................................ 982
Co-ordinate Product Capability Delivery ......................................................................................................... 983
Track Product Capability Business Case Costs ................................................................................................. 983
Ensure Product Capability Benefits & Operational Costs ................................................................................ 984
1.2.1.3.5 MANAGE HANDOVER TO PRODUCT OPERATIONS .................................................................................... 985
Manage Handover to Product Operations ........................................................................................................ 985
Co-ordinate Product Operational Handover..................................................................................................... 986
Validate Product Infrastructure Design ............................................................................................................ 987
Ensure Product Handover Support.................................................................................................................... 987
1.2.1.3.6 MANAGE PRODUCT CAPABILITY DELIVERY METHODOLOGY .................................................................. 988
Define Product Capability Delivery Methodology ............................................................................................ 988
Manage Product Capability Delivery Methodology .......................................................................................... 989
Maintain Product Capability Delivery Repository ............................................................................................ 990
1.2.1.4 MARKETING CAPABILITY DELIVERY .......................................................................................................... 991
Marketing Capability Delivery .......................................................................................................................... 991
Define Marketing Capability Requirements ...................................................................................................... 992
Gain Marketing Capability Approval ................................................................................................................ 993
Deliver Marketing Infrastructure ...................................................................................................................... 993
Manage Handover to Marketing Operations ..................................................................................................... 994
Manage Marketing Capability Delivery Methodology ...................................................................................... 995
1.2.1.4.1 DEFINE MARKETING CAPABILITY REQUIREMENTS .................................................................................. 996
Define Marketing Capability Requirements ...................................................................................................... 996
Capture Marketing Infrastructure Requirements .............................................................................................. 997
Report Marketing Infrastructure Requirements ................................................................................................. 998
1.2.1.4.2 GAIN MARKETING CAPABILITY APPROVAL ............................................................................................. 999
Gain Marketing Capability Approval ................................................................................................................ 999
Develop Marketing Capability Business Case ................................................................................................. 1000

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Gain Marketing Capability Business Case Approval ...................................................................................... 1001

1.2.1.4.3 DELIVER MARKETING INFRASTRUCTURE............................................................................................... 1002
Deliver Marketing Infrastructure .................................................................................................................... 1002
Co-ordinate Marketing Capability Delivery .................................................................................................... 1003
Track Marketing Capability Business Case Costs ........................................................................................... 1004
Ensure Marketing Capability Benefits ............................................................................................................. 1004
1.2.1.4.4 MANAGE HANDOVER TO MARKETING OPERATIONS .............................................................................. 1005
Manage Handover to Marketing Operations................................................................................................... 1005
Co-ordinate Marketing Operational Handover ............................................................................................... 1006
Validate Marketing Infrastructure Design....................................................................................................... 1007
Ensure Marketing Handover Support .............................................................................................................. 1008
1.2.1.4.5 MANAGE MARKETING CAPABILITY DELIVERY METHODOLOGY............................................................ 1008
Manage Marketing Capability Delivery Methodology .................................................................................... 1009
Define Marketing Capability Delivery Methodology....................................................................................... 1010
Validate Marketing Infrastructure Design....................................................................................................... 1010
1.2.1.5 PRODUCT & OFFER DEVELOPMENT & RETIREMENT ................................................................................. 1011
Product & Offer Development & Retirement .................................................................................................. 1012
Gather & Analyze New Product Ideas ............................................................................................................. 1012
Develop New Product Business Proposal........................................................................................................ 1013
Develop Detailed Product Specifications ........................................................................................................ 1014
Launch New Products ...................................................................................................................................... 1015
Assess Performance of Existing Products........................................................................................................ 1016
Develop Product Commercialization Strategy ................................................................................................ 1016
Manage Product Development ........................................................................................................................ 1017
Manage Product Exit ....................................................................................................................................... 1018
1.2.1.5.1 GATHER & ANALYZE NEW PRODUCT IDEAS.......................................................................................... 1019
Gather & Analyze New Product Ideas ............................................................................................................. 1019
Gather Product Ideas ...................................................................................................................................... 1020
Identify Opportunities and Requirements ........................................................................................................ 1021
Develop New Opportunity Concepts................................................................................................................ 1022
1.2.1.5.4 DEVELOP PRODUCT COMMERCIALIZATION STRATEGY .......................................................................... 1022
Develop Product Commercialization Strategy ................................................................................................ 1023
Develop Product Commercialization Case ...................................................................................................... 1024
Gain Product Commercialization Case Approval ........................................................................................... 1024
1.2.1.5.5 DEVELOP DETAILED PRODUCT SPECIFICATIONS .................................................................................... 1025
Develop Detailed Product Specifications ........................................................................................................ 1026
Develop Detailed Product Technical Specifications ....................................................................................... 1026
Develop Detailed Product Performance Specifications .................................................................................. 1027
Develop Detailed Product Operational Specifications .................................................................................... 1028
Develop Detailed Product Customer Manuals ................................................................................................ 1029
1.2.1.5.7 LAUNCH NEW PRODUCTS ...................................................................................................................... 1029
Launch New Products ...................................................................................................................................... 1030
Identify Product Issues .................................................................................................................................... 1031
Manage Product Improvements ....................................................................................................................... 1031
Manage Product Handover ............................................................................................................................. 1032
1.2.1.5.8 MANAGE PRODUCT EXIT ....................................................................................................................... 1033
Manage Product Exit ....................................................................................................................................... 1033
Identify Unviable Products .............................................................................................................................. 1034
Identify Impacted Product Customers ............................................................................................................. 1035
Develop Product Transition Strategies ............................................................................................................ 1035
Manage Product Exit Process ......................................................................................................................... 1036
1.2.1.6 SALES DEVELOPMENT .............................................................................................................................. 1037
Sales Development ........................................................................................................................................... 1037
Monitor Sales & Channel Best Practice .......................................................................................................... 1038
Develop Sales & Channel Proposals ............................................................................................................... 1039

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Develop New Sales Channels & Processes ..................................................................................................... 1040

1.2.1.6.1 MONITOR SALES & CHANNEL BEST PRACTICE ...................................................................................... 1040
Monitor Sales & Channel Best Practice .......................................................................................................... 1041
Develop Sales & Channel Requirements ......................................................................................................... 1042
Monitor Sales & Channel Practices ................................................................................................................ 1042
1.2.1.6.2 DEVELOP SALES & CHANNEL PROPOSALS ............................................................................................. 1043
Develop Sales & Channel Proposals ............................................................................................................... 1044
Create Sales Proposals .................................................................................................................................... 1044
Gain Sales Proposals Approval ....................................................................................................................... 1045
1.2.1.6.3 DEVELOP NEW SALES CHANNELS & PROCESSES ................................................................................... 1046
Develop New Sales Channels & Processes ..................................................................................................... 1046
Develop External Relationships....................................................................................................................... 1047
Manage Process & Channel Coordination...................................................................................................... 1048
Define Processes & Channels ......................................................................................................................... 1049
1.2.1.7 PRODUCT MARKETING COMMUNICATIONS & PROMOTION ....................................................................... 1049
Product Marketing Communications & Promotion ......................................................................................... 1050
Define Product Marketing Promotion Strategy ............................................................................................... 1051
Develop Product & Campaign Message.......................................................................................................... 1052
Select Message & Campaign Channels ........................................................................................................... 1053
Develop Promotional Collateral ..................................................................................................................... 1053
Manage Message & Campaign Delivery ......................................................................................................... 1054
Monitor Message & Campaign Effectiveness .................................................................................................. 1055
1.2.1.7.4 DEVELOP PROMOTIONAL COLLATERAL ................................................................................................. 1055
Develop Promotional Collateral ..................................................................................................................... 1056
Manage Collateral Production ........................................................................................................................ 1057
Manage Collateral Delivery ............................................................................................................................ 1057
1.2.1.7.5 MANAGE MESSAGE & CAMPAIGN DELIVERY ........................................................................................ 1058
Manage Message & Campaign Delivery ......................................................................................................... 1059
Manage Channel Capability ............................................................................................................................ 1059
Manage Channel Resources ............................................................................................................................ 1060
1.2.1.7.6 MONITOR MESSAGE & CAMPAIGN EFFECTIVENESS............................................................................... 1061
Monitor Message & Campaign Effectiveness .................................................................................................. 1061
Develop Message & Campaign Metrics .......................................................................................................... 1062
Monitor Message & Campaign Metrics .......................................................................................................... 1062
Analyze Message & Campaign Metrics ........................................................................................................... 1063
Modify Message & Campaign ......................................................................................................................... 1064
1.2.2.1 SERVICE STRATEGY & PLANNING ............................................................................................................ 1065
Service Strategy & Planning ........................................................................................................................... 1065
Gather & Analyze Service Information ........................................................................................................... 1066
Manage Service Research................................................................................................................................ 1067
Establish Service Strategy & Goals ................................................................................................................. 1068
Define Service Support Strategies ................................................................................................................... 1069
Produce Service Business Plans ...................................................................................................................... 1070
Develop Service Partnership Requirements .................................................................................................... 1070
Gain Enterprise Commitment to Service Strategies ........................................................................................ 1071
1.2.2.1.1 GATHER & ANALYZE SERVICE INFORMATION ....................................................................................... 1072
Gather & Analyze Service Information ........................................................................................................... 1072
Gather Service Information ............................................................................................................................. 1073
Analyze new service directions/enhance existing service ................................................................................ 1074
Analyze to develop new service requirements ................................................................................................. 1075
Analyze service growth .................................................................................................................................... 1075
1.2.2.1.2 MANAGE SERVICE RESEARCH ............................................................................................................... 1076
Manage Service Research................................................................................................................................ 1077
Manage service research investigations .......................................................................................................... 1077
Manage administration of service research .................................................................................................... 1078

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Define service research assesment methodologies .......................................................................................... 1079

1.2.2.1.3 ESTABLISH SERVICE STRATEGY & GOALS ............................................................................................. 1080
Formulate Strategic Position ........................................................................................................................... 1080
Establish Service Strategy & Goals ................................................................................................................. 1081
Establish service strategy ................................................................................................................................ 1082
Develop Service Strategy ................................................................................................................................. 1082
Establish Service goals .................................................................................................................................... 1083
Produce Service Strategic Plan ....................................................................................................................... 1084
Determine Actionable Patterns ........................................................................................................................ 1084
Determine Service Strategy Perspective .......................................................................................................... 1085
1.2.2.1.4 DEFINE SERVICE SUPPORT STRATEGIES................................................................................................. 1086
Define Service Support Strategies ................................................................................................................... 1086
Define service support Principles .................................................................................................................... 1087
Define service support Policies ....................................................................................................................... 1088
Define Service Support performance standards .............................................................................................. 1088
1.2.2.1.5 PRODUCE SERVICE BUSINESS PLANS ..................................................................................................... 1089
Produce Service Business Plans ...................................................................................................................... 1090
Develop & Deliver annual/multi year service business plans ......................................................................... 1090
Forecast service demand & capture new oppurtunities .................................................................................. 1091
Asses impact of service business plan .............................................................................................................. 1092
Identify timetables for new service capability introduction ............................................................................. 1093
Identify logistics for new service capability introduction ................................................................................ 1093
1.2.2.1.6 DEVELOP SERVICE PARTNERSHIP REQUIREMENTS ................................................................................ 1094
Develop Service Partnership Requirements .................................................................................................... 1094
Identify the requirements for service aspects ................................................................................................... 1095
Recommend Service Partnership ..................................................................................................................... 1096
Determine extent of service aspect sourcing .................................................................................................. 1096
1.2.2.1.7 GAIN ENTERPRISE COMMITMENT TO SERVICE STRATEGIES................................................................... 1097
Gain Enterprise Commitment to Service Strategies ........................................................................................ 1098
Identify Stakeholders to service strategy and service plans............................................................................. 1098
Gain service strategy and servic plans Stakeholders approval ....................................................................... 1099
Gain Enterprise Commitment to service strategy and servic plans ................................................................ 1100
1.2.2.2 SERVICE CAPABILITY DELIVERY .............................................................................................................. 1100
Service Capability Delivery ............................................................................................................................. 1101
Map & Analyze Service Requirements ............................................................................................................. 1102
Gain Service Capability Investment Approval ................................................................................................. 1103
Enable Service Support & Operations ............................................................................................................. 1104
Manage Handover to Service Operations........................................................................................................ 1104
Capture Service Capability Shortfalls ............................................................................................................. 1105
Design Service Capabilities ............................................................................................................................. 1106
Manage Service Capability Delivery ............................................................................................................... 1107
1.2.2.2.1 MAP & ANALYZE SERVICE REQUIREMENTS .......................................................................................... 1108
Map & Analyze Service Requirements ............................................................................................................. 1108
Capture Service Demand & Performance Requirements ................................................................................ 1109
Agree Service Infrastructure Requirements ..................................................................................................... 1110
Report Service Infrastructure Requirements ................................................................................................... 1110
1.2.2.2.2 CAPTURE SERVICE CAPABILITY SHORTFALLS ....................................................................................... 1111
Capture Service Capability Shortfalls ............................................................................................................. 1112
Capture Service Capacity Shortfalls ................................................................................................................ 1112
Capture Service Performance Shortfalls ......................................................................................................... 1113
Capture Service Operational Support Shorfalls .............................................................................................. 1114
1.2.2.2.3 GAIN SERVICE CAPABILITY INVESTMENT APPROVAL ............................................................................ 1114
Gain Service Capability Investment Approval ................................................................................................. 1115
Develop Service Capability Investment Proposals .......................................................................................... 1116
Approve Service Capability Investment ........................................................................................................... 1117

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

1.2.2.2.4 DESIGN SERVICE CAPABILITIES ............................................................................................................. 1118

Design Service Capabilities ............................................................................................................................. 1118
Define Service Capability Requirements ......................................................................................................... 1119
Specify Service Capability Infrastructure ........................................................................................................ 1119
Select Service Capability Suppliers/Partners .................................................................................................. 1120
1.2.2.2.5 ENABLE SERVICE SUPPORT & OPERATIONS ........................................................................................... 1121
Enable Service Support & Operations............................................................................................................. 1121
Design Service Operational Support Process Improvements .......................................................................... 1122
Identify Service Support Groups, Skills & Training ........................................................................................ 1123
Identify Service Support Requirements ............................................................................................................ 1123
1.2.2.2.7 MANAGE HANDOVER TO SERVICE OPERATIONS .................................................................................... 1124
Manage Handover to Service Operations........................................................................................................ 1125
Co-ordinate Service Operational Handover .................................................................................................... 1126
Validate Service Infrastructure Design ........................................................................................................... 1126
Ensure Service Handover Support ................................................................................................................... 1127
1.2.2.3 SERVICE DEVELOPMENT & RETIREMENT ................................................................................................. 1128
Service Development & Retirement ................................................................................................................. 1128
Gather & Analyze New Service Ideas .............................................................................................................. 1129
Assess Performance of Existing Services ......................................................................................................... 1130
Develop New Service Business Proposal ......................................................................................................... 1130
Develop Detailed Service Specifications ......................................................................................................... 1131
Manage Service Development ......................................................................................................................... 1132
Manage Service Deployment ........................................................................................................................... 1133
Manage Service Exit ........................................................................................................................................ 1134
1.2.2.3.1 GATHER & ANALYZE NEW SERVICE IDEAS ........................................................................................... 1135
Gather & Analyze New Service Ideas .............................................................................................................. 1135
Gather Service Information ............................................................................................................................. 1136
Analyze Service Classes ................................................................................................................................... 1137
Develop Service Classes .................................................................................................................................. 1137
1.2.2.3.3 DEVELOP NEW SERVICE BUSINESS PROPOSAL ...................................................................................... 1138
Develop New Service Business Proposal ......................................................................................................... 1139
Develop Service Business Proposal ................................................................................................................. 1139
Gain Service Business Proposal Approval ...................................................................................................... 1140
1.2.2.3.4 DEVELOP DETAILED SERVICE SPECIFICATIONS ..................................................................................... 1141
Develop Detailed Service Specifications ......................................................................................................... 1141
Develop Detailed Service Technical Specifications......................................................................................... 1142
Develop Detailed Service Support Specifications ............................................................................................ 1143
Develop Detailed Service Operational Specifications ..................................................................................... 1144
Develop Detailed Service Customer Manuals ................................................................................................. 1144
1.2.2.3.5 MANAGE SERVICE DEVELOPMENT ........................................................................................................ 1145
Manage Service Development ......................................................................................................................... 1146
Identify Required Processes & Procedures for Services ................................................................................. 1147
Develop Required Processes & Procedures for Services ................................................................................ 1147
Develop Service & Operational Agreements for Services ............................................................................... 1148
Gain Service & Operational Agreements Approval for Services ..................................................................... 1149
Produce Supporting Documentation & Training Packages for Services ........................................................ 1149
1.2.2.3.6 MANAGE SERVICE DEPLOYMENT .......................................................................................................... 1150
Manage Service Deployment ........................................................................................................................... 1151
Manage Service Process & Procedure Implementation .................................................................................. 1151
Manage Service Operational Staff Training .................................................................................................... 1152
Develop Service Supplier/Partner Operational Support ................................................................................. 1153
Manage Service Acceptance Testing ............................................................................................................... 1153
1.2.2.3.7 MANAGE SERVICE EXIT ......................................................................................................................... 1154
Manage Service Exit ........................................................................................................................................ 1155
Identify Unviable Resources ............................................................................................................................ 1155

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Identify Impacted Resource Customers ........................................................................................................... 1156

Develop Resource Transition Strategies .......................................................................................................... 1157
Manage Resource Exit Process ....................................................................................................................... 1157
1.2.3.1 RESOURCE STRATEGY & PLANNING ......................................................................................................... 1158
Resource Strategy & Planning ........................................................................................................................ 1158
Gather & Analyze Resource Information ........................................................................................................ 1160
Establish Resource Strategy & Architecture ................................................................................................... 1161
Produce Resource Business Plans ................................................................................................................... 1161
Gain Enterprise Commitment to Resource Plans ............................................................................................ 1162
Manage Resource Research ............................................................................................................................ 1163
Define Resource Support Strategies ................................................................................................................ 1164
Develop Resource Partnership Requirements ................................................................................................. 1165
1.2.3.1.1 GATHER & ANALYZE RESOURCE INFORMATION ................................................................................... 1166
Gather & Analyze Resource Information ........................................................................................................ 1166
Gather Resource Information .......................................................................................................................... 1167
Analyze new resource requirements ................................................................................................................ 1168
Analyze to develop new/enhance resource requirements................................................................................. 1168
1.2.3.1.2 MANAGE RESOURCE RESEARCH ............................................................................................................ 1169
Manage Resource Research ............................................................................................................................ 1169
Manage resource research investigations ....................................................................................................... 1170
Manage administration of resource research .................................................................................................. 1171
Define Resource research assesment methodologies....................................................................................... 1172
1.2.3.1.3 ESTABLISH RESOURCE STRATEGY & ARCHITECTURE............................................................................ 1173
Establish Resource Strategy & Architecture ................................................................................................... 1173
Establish Resource strategy ............................................................................................................................. 1174
Develop Resource Strategy .............................................................................................................................. 1175
Establish Resource delivery goals ................................................................................................................... 1175
Establish resource implementation policies .................................................................................................... 1176
1.2.3.1.4 DEFINE RESOURCE SUPPORT STRATEGIES ............................................................................................. 1177
Define Resource Support Strategies ................................................................................................................ 1177
Define Resource support Principles ................................................................................................................ 1178
Define Resource support Policies .................................................................................................................... 1179
Define Resource Support performance standards ........................................................................................... 1179
1.2.3.1.6 DEVELOP RESOURCE PARTNERSHIP REQUIREMENTS ............................................................................. 1180
Develop Resource Partnership Requirements ................................................................................................. 1181
Identify the requirements for resource capabilities ......................................................................................... 1181
recommend Resource partnership ................................................................................................................... 1182
Determine extent of resource capabilities sourcing ....................................................................................... 1183
1.2.3.1.7 GAIN ENTERPRISE COMMITMENT TO RESOURCE PLANS ........................................................................ 1183
Gain Enterprise Commitment to Resource Plans ............................................................................................ 1184
Identify Stakeholders to Resource strategy and resource plans ...................................................................... 1185
Gain resource strategy and resource plans Stakeholders approval ................................................................ 1185
Gain Enterprise Commitment to resource strategy and resource plans ......................................................... 1186
1.2.3.2 RESOURCE CAPABILITY DELIVERY ........................................................................................................... 1187
Resource Capability Delivery .......................................................................................................................... 1187
Map & Analyze Resource Requirements.......................................................................................................... 1188
Capture Resource Capability Shortfalls .......................................................................................................... 1189
Gain Resource Capability Investment Approval .............................................................................................. 1190
Design Resource Capabilities .......................................................................................................................... 1191
Enable Resource Support & Operations.......................................................................................................... 1192
Manage Resource Capability Delivery ............................................................................................................ 1193
Manage Handover to Resource Operations .................................................................................................... 1194
1.2.3.2.1 MAP & ANALYZE RESOURCE REQUIREMENTS ....................................................................................... 1194
Map & Analyze Resource Requirements.......................................................................................................... 1195
Capture Resource Demand & Performance Requirements ............................................................................. 1196

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Agree Resource Infrastructure Requirements .................................................................................................. 1197

1.2.3.2.2 CAPTURE RESOURCE CAPABILITY SHORTFALLS .................................................................................... 1197
Capture Resource Capability Shortfalls .......................................................................................................... 1198
Capture Resource Capacity Shortfalls............................................................................................................. 1199
Capture Resource Performance Shortfalls ...................................................................................................... 1199
Capture Resource Operational Support Shorfalls ........................................................................................... 1200
1.2.3.2.3 GAIN RESOURCE CAPABILITY INVESTMENT APPROVAL ........................................................................ 1201
Develop Resource Capability Investment Proposals ....................................................................................... 1201
Gain Resource Capability Investment Approval.............................................................................................. 1202
Approve Resource Capability Investment ........................................................................................................ 1203
1.2.3.2.4 DESIGN RESOURCE CAPABILITIES.......................................................................................................... 1204
Design Resource Capabilities .......................................................................................................................... 1204
Define Resource Capability Requirements ...................................................................................................... 1205
Specify Resource Capability Infrastructure ..................................................................................................... 1206
Select Resource Capability Suppliers/Partners ............................................................................................... 1207
1.2.3.2.5 ENABLE RESOURCE SUPPORT & OPERATIONS ....................................................................................... 1207
Enable Resource Support & Operations.......................................................................................................... 1208
Design Resource Operational Support Process Improvements ....................................................................... 1209
Identify Resource Support Groups, Skills & Training ..................................................................................... 1209
Identify Resource Support Requirements ......................................................................................................... 1210
1.2.3.2.6 MANAGE RESOURCE CAPABILITY DELIVERY ........................................................................................ 1211
Manage Resource Capability Delivery ............................................................................................................ 1211
Co-ordinate Resource Capability Delivery ..................................................................................................... 1212
Ensure Resource Capability Quality ............................................................................................................... 1213
Manage Commissioning of New Resource Infrastructure ............................................................................... 1214
Establish Resource Capability Sourcing ......................................................................................................... 1214
1.2.3.2.7 MANAGE HANDOVER TO RESOURCE OPERATIONS ................................................................................ 1215
Manage Handover to Resource Operations .................................................................................................... 1216
Co-ordinate Resource Operational Handover ................................................................................................. 1216
Validate Resource Infrastructure Design ........................................................................................................ 1217
Ensure Resource Handover Support................................................................................................................ 1218
1.2.3.3 RESOURCE DEVELOPMENT & RETIREMENT .............................................................................................. 1218
Resource Development & Retirement .............................................................................................................. 1219
Gather & Analyze New Resource Ideas ........................................................................................................... 1220
Assess Performance of Existing Resources...................................................................................................... 1221
Develop New Resource Business Proposal ...................................................................................................... 1221
Develop Detailed Resource Specifications ...................................................................................................... 1222
Manage Resource Development ...................................................................................................................... 1223
Manage Resource Deployment ........................................................................................................................ 1224
Manage Resource Exit ..................................................................................................................................... 1225
1.2.3.3.1 GATHER & ANALYZE NEW RESOURCE IDEAS ........................................................................................ 1226
Gather Resource Information .......................................................................................................................... 1226
Gather & Analyze New Resource Ideas ........................................................................................................... 1227
Analyze Resource Classes ................................................................................................................................ 1228
Develop Resource Classes ............................................................................................................................... 1228
1.2.3.3.3 DEVELOP NEW RESOURCE BUSINESS PROPOSAL ................................................................................... 1229
Develop New Resource Business Proposal...................................................................................................... 1230
Develop Resource Business Proposal .............................................................................................................. 1230
Gain Resource Business Proposal Approval ................................................................................................... 1231
1.2.3.3.4 DEVELOP DETAILED RESOURCE SPECIFICATIONS .................................................................................. 1232
Develop Detailed Resource Specifications ...................................................................................................... 1232
Develop Detailed Resource Technical Specifications ..................................................................................... 1233
Develop Detailed Resource Support Specifications......................................................................................... 1234
Develop Detailed Resource Operational Specifications .................................................................................. 1235
Develop Detailed Resource Manuals .............................................................................................................. 1235

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

1.2.3.3.5 MANAGE RESOURCE DEVELOPMENT ..................................................................................................... 1236

Identify Required Processes & Procedures for Resources .............................................................................. 1236
Manage Resource Development ...................................................................................................................... 1237
Develop Required Processes & Procedures for Resources ............................................................................. 1238
Develop Service & Operational Agreements for Resources ............................................................................ 1239
Gain Service & Operational Agreements Approval for Resources.................................................................. 1240
Produce Supporting Documentation & Training Packages for Resources ..................................................... 1240
1.2.3.3.6 MANAGE RESOURCE DEPLOYMENT ....................................................................................................... 1241
Manage Resource Deployment ........................................................................................................................ 1242
Manage Resource Process & Procedure Implementation ............................................................................... 1242
Manage Resource Operational Staff Training ................................................................................................. 1243
Develop Resource Supplier/Partner Operational Support .............................................................................. 1244
Manage Resource Acceptance Testing ............................................................................................................ 1244
1.2.3.3.7 MANAGE RESOURCE EXIT ..................................................................................................................... 1245
Manage Resource Exit ..................................................................................................................................... 1246
Identify Unviable Resources ............................................................................................................................ 1246
Identify Impacted Resource Customers ........................................................................................................... 1247
Develop Resource Transition Strategies .......................................................................................................... 1248
Manage Resource Exit Process ....................................................................................................................... 1248
1.2.4.1 SUPPLY CHAIN STRATEGY & PLANNING................................................................................................... 1249
Supply Chain Strategy & Planning .................................................................................................................. 1249
Gather & Analyze Supply Chain Information .................................................................................................. 1250
Establish Supply Chain Strategy & Goals ....................................................................................................... 1251
Define Supply Chain Support Strategies.......................................................................................................... 1252
Produce Supply Chain Business Plans ............................................................................................................ 1253
Gain Enterprise Commitment to Supply Chain Plans ..................................................................................... 1254
1.2.4.1.1 GATHER & ANALYZE SUPPLY CHAIN INFORMATION ............................................................................. 1254
Gather & Analyze Supply Chain Information .................................................................................................. 1255
Gather supply chain information Information ................................................................................................. 1256
Analyze to develop new commercial practise .................................................................................................. 1256
Analyze supplier/partner industry ................................................................................................................... 1257
Monitor industry supplier/partner .................................................................................................................. 1258
1.2.4.1.2 ESTABLISH SUPPLY CHAIN STRATEGY & GOALS ................................................................................... 1258
Establish Supply Chain Strategy & Goals ....................................................................................................... 1259
Establish Supply Chain Strategy...................................................................................................................... 1260
Develop Supply Chain Strategy ....................................................................................................................... 1261
Establish Supply chain delivery goals ............................................................................................................. 1261
Establish Supply Chain implementation policies ............................................................................................. 1262
1.2.4.1.3 DEFINE SUPPLY CHAIN SUPPORT STRATEGIES....................................................................................... 1263
Define Supply Chain Support Strategies.......................................................................................................... 1263
Define Supply Chain support Principles ......................................................................................................... 1264
Define Supply chain support Policies .............................................................................................................. 1265
Define Supply Chain Support performance standards .................................................................................... 1265
1.2.4.1.4 PRODUCE SUPPLY CHAIN BUSINESS PLANS ........................................................................................... 1266
Produce Supply Chain Business Plans ............................................................................................................ 1267
Develop & Deliver annual/multi year supply chain business plans ................................................................ 1268
Forecast commercial transaction volumes and sourcing demand ................................................................... 1268
Indentify alternative sourcing oppurtunities .................................................................................................... 1269
1.2.4.1.5 GAIN ENTERPRISE COMMITMENT TO SUPPLY CHAIN PLANS.................................................................. 1270
Gain Enterprise Commitment to Supply Chain Plans ..................................................................................... 1270
Identify Stakeholders to supply chain sourcing strategy and business plans .................................................. 1271
Gain supply chain sourcing strategy and business plans Stakeholders approval .......................................... 1272
Gain Enterprise Commitment to supply chain sourcing strategy and business plans ................................... 1272
1.2.4.2 SUPPLY CHAIN CAPABILITY DELIVERY .................................................................................................... 1273
Supply Chain Capability Delivery ................................................................................................................... 1273

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Determine the Sourcing Requirements ............................................................................................................ 1275

Determine Potential Suppliers/Partners .......................................................................................................... 1276
Manage the Tender Process ............................................................................................................................ 1277
Gain Tender Decision Approval ...................................................................................................................... 1277
Negotiate Commercial Arrangements ............................................................................................................. 1278
Gain Approval for Commercial Arrangements................................................................................................ 1279
1.2.4.2.1 DETERMINE THE SOURCING REQUIREMENTS ......................................................................................... 1280
Determine the Sourcing Requirements ............................................................................................................ 1280
Capture Sourcing Requirements ...................................................................................................................... 1281
Finalize Sourcing Requirements ...................................................................................................................... 1282
1.2.4.2.2 DETERMINE POTENTIAL SUPPLIERS/PARTNERS ..................................................................................... 1283
Determine Potential Suppliers/Partners .......................................................................................................... 1283
Analyze Potential Suppliers/Partners .............................................................................................................. 1284
Short List Potential Suppliers/Partners ........................................................................................................... 1285
1.2.4.2.3 MANAGE THE TENDER PROCESS ............................................................................................................ 1286
Manage the Tender Process ............................................................................................................................ 1286
Specify the Tender Process .............................................................................................................................. 1287
Administer the Tender Process ........................................................................................................................ 1288
1.2.4.2.4 GAIN TENDER DECISION APPROVAL ...................................................................................................... 1289
Provide Management Oversight on Tenders ................................................................................................... 1289
Gain Tender Decision Approval ...................................................................................................................... 1290
Approve Tender Decisions ............................................................................................................................... 1290
1.2.4.2.5 NEGOTIATE COMMERCIAL ARRANGEMENTS ......................................................................................... 1291
Negotiate Commercial Arrangements ............................................................................................................. 1292
Establish Negotiating Strategy ........................................................................................................................ 1292
Manage Negotiations ....................................................................................................................................... 1293
1.2.4.2.6 GAIN APPROVAL FOR COMMERCIAL ARRANGEMENTS .......................................................................... 1294
Gain Approval for Commercial Arrangements................................................................................................ 1294
Identify & Report to Stakeholders ................................................................................................................... 1295
Commit & Approve Cmmercial Arrangements ................................................................................................ 1296
1.2.4.3 SUPPLY CHAIN DEVELOPMENT & CHANGE MANAGEMENT ...................................................................... 1296
Manage Supplier/Partner Engagement ........................................................................................................... 1297
Supply Chain Development & Change Management ...................................................................................... 1297
Manage Supply Chain Contract Variation ...................................................................................................... 1299
Manage Supplier/Partner Termination............................................................................................................ 1299
Establish Supplier/ Partner Agreement ........................................................................................................... 1300
Terminate Supplier/ Partner Agreement .......................................................................................................... 1301
1.2.4.3.1 MANAGE SUPPLIER/PARTNER ENGAGEMENT ........................................................................................ 1302
Manage Supplier/Partner Engagement ........................................................................................................... 1303
Monitor Supplier/Partner Engagement ........................................................................................................... 1304
Review Supplier/Partner Engagement ............................................................................................................. 1304
Approve Supplier/Partner Engagement ........................................................................................................... 1305
1.2.4.4 S/P (SOURCED) CAPABILITY DEVELOPMENT & RETIREMENT ................................................................... 1306
On-board Supplier/ Partner Capability ........................................................................................................... 1306
S/P (sourced) Capability Development & Retirement ..................................................................................... 1307
Off-board Supplier/ Partner Capability........................................................................................................... 1308
1.2.4.4.1 ON-BOARD SUPPLIER/ PARTNER CAPABILITY ........................................................................................ 1309
On-Board S/P Product Offering ...................................................................................................................... 1309
On-board Supplier/ Partner Capability ........................................................................................................... 1310
On-Board S/P Product Specification ............................................................................................................... 1311
1.2.4.4.2 OFF-BOARD SUPPLIER/ PARTNER CAPABILITY ....................................................................................... 1312
Off-Board S/P Product Offering ...................................................................................................................... 1313
Off-board Supplier/ Partner Capability........................................................................................................... 1314
Off-Board S/P Product Specification ............................................................................................................... 1315
1.3.1.1 STRATEGIC BUSINESS PLANNING.............................................................................................................. 1316

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Business Process Framework (eTOM) R13.5

Strategic Business Planning ............................................................................................................................ 1316

Provide Strategic Business Direction .............................................................................................................. 1317
Creat Actionable Strategy................................................................................................................................ 1317
Program-manage Strategy Implementation ..................................................................................................... 1318
1.3.1.2 BUSINESS DEVELOPMENT ......................................................................................................................... 1319
Business Development ..................................................................................................................................... 1319
Develop Concepts for Revenue Streams .......................................................................................................... 1320
Focus or Broaden Customer Base ................................................................................................................... 1321
Identify Outsourcing Opportunities ................................................................................................................. 1322
Investigate Potential Mergers & Acquisitions ................................................................................................. 1322
Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions ............................................. 1323
1.3.1.3 ENTERPRISE ARCHITECTURE MANAGEMENT ............................................................................................ 1324
Enterprise Architecture Management .............................................................................................................. 1324
Manage Enterprise Architecture Methodology .............................................................................................. 1325
Co-ordinate Enterprise Architecture ............................................................................................................... 1326
Manage Enterprise Architectuer Toolsets and Associated Standards ............................................................. 1327
Manage & Administer Architecture Repositories ............................................................................................ 1328
Manage Architecture Skillsets ......................................................................................................................... 1328
Provide Reference Source for Standard Operating Environment .................................................................... 1329
Co-ordinate Architecture Review .................................................................................................................... 1330
1.3.1.4 GROUP ENTERPRISE MANAGEMENT ......................................................................................................... 1330
Group Enterprise Management ....................................................................................................................... 1331
Plann & Implement Cross-Business Unit Operation ....................................................................................... 1332
Harmonize Processes & Communication Systems across Business Units ....................................................... 1332
Manage Funding & Cross-Subsidies across Business Units ........................................................................... 1333
Manage Investment for Business Development ............................................................................................... 1334
Co-ordinate Business Activities ....................................................................................................................... 1334
1.3.2.1 BUSINESS CONTINUITY MANAGEMENT .................................................................................................... 1335
Business Continuity Management .................................................................................................................... 1335
Co-ordinate Business Continuity ..................................................................................................................... 1337
Plan Business Continuity ................................................................................................................................. 1337
Plan Infrastructure Recovery .......................................................................................................................... 1338
Plan Serious Incident Management ................................................................................................................. 1339
Manage Business Continuity Methodologies ................................................................................................... 1339
1.3.2.2 SECURITY MANAGEMENT ......................................................................................................................... 1340
Manage Proactive Security Management ........................................................................................................ 1341
Security Management ...................................................................................................................................... 1341
Define Security Management Prevention ........................................................................................................ 1343
Monitor Industry Trends for Security Management ........................................................................................ 1344
Define Monitoring to Facilitate Security Management ................................................................................... 1344
Define Secuirty Management Policies & Procedures...................................................................................... 1345
Define Security Management Analysis ............................................................................................................ 1346
Assist with Security Mangement Deployment .................................................................................................. 1347
Define Security Management policies & procedures to facilitate detection incidents .................................... 1347
Manage Reactive Security Management .......................................................................................................... 1348
Define Incident Management policies and procedures .................................................................................... 1349
Detect Potential Security Threats & Violations............................................................................................... 1349
Investigate Potential Security Threats & Violations........................................................................................ 1350
1.3.2.3 FRAUD MANAGEMENT .............................................................................................................................. 1351
Fraud Management ......................................................................................................................................... 1352
Fraud Operations Support ............................................................................................................................... 1353
1.3.2.4 AUDIT MANAGEMENT .............................................................................................................................. 1354
Audit Management ........................................................................................................................................... 1354
Define Audit Policy .......................................................................................................................................... 1355
Define Audit Mechanims.................................................................................................................................. 1356

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Business Process Framework (eTOM) R13.5

Assess Operatonal Activities ............................................................................................................................ 1356

Evaluate Operational Activities ....................................................................................................................... 1357
Report Audits ................................................................................................................................................... 1358
Apply Audit Mechanisms Proactively .............................................................................................................. 1358
1.3.2.5 INSURANCE MANAGEMENT ...................................................................................................................... 1359
Insurance Management ................................................................................................................................... 1359
Identify Insurable Risks ................................................................................................................................... 1360
Analyze Insurance Cost/Benefits ..................................................................................................................... 1361
Provide Insurance Advice ................................................................................................................................ 1362
Manage Insuramce Porrtfolio ......................................................................................................................... 1362
1.3.2.6 REVENUE ASSURANCE MANAGEMENT ..................................................................................................... 1363
Revenue Assurance Management .................................................................................................................... 1363
Manage Revenue Assurance Policy Framework ............................................................................................. 1365
Manage Revenue Assurance Operations ......................................................................................................... 1366
Support Revenue Assurance Operations .......................................................................................................... 1367
1.3.2.6.2 MANAGE REVENUE ASSURANCE OPERATIONS ...................................................................................... 1368
Manage Revenue Assurance Operations ......................................................................................................... 1369
Monitor Revenue Assurance Controls ............................................................................................................. 1370
Create Revenue Assurance Trouble Report ..................................................................................................... 1371
Assess Revenue Assurance Trouble ................................................................................................................. 1372
Resolve Revenue Assurance Trouble ............................................................................................................... 1373
Track & Manage Revenue Assurance Trouble Resolution .............................................................................. 1374
Report Revenue Assurance .............................................................................................................................. 1375
Close Revenue Assurance Trouble Report ....................................................................................................... 1376
1.3.3.2 ENTERPRISE QUALITY MANAGEMENT ...................................................................................................... 1377
Enterprise Quality Management ...................................................................................................................... 1377
Verify Consistency of Information ................................................................................................................... 1378
1.3.3.3 PROGRAM & PROJECT MANAGEMENT ...................................................................................................... 1380
Program & Project Management .................................................................................................................... 1380
Deliver Program/Project Methodologies & Support ....................................................................................... 1381
Select Program/Project Management Support Tools ...................................................................................... 1382
Manage Program/Project Management Skill Sets ........................................................................................... 1382
Manage Program/Project Management Repository ........................................................................................ 1383
Manage Program/Project Management Metrics ............................................................................................. 1384
1.3.3.4 ENTERPRISE PERFORMANCE ASSESSMENT................................................................................................ 1384
Enterprise Performance Assessment ............................................................................................................... 1385
Define Enterprise Performance Measures....................................................................................................... 1386
Manage Enterprise Performance Data ............................................................................................................ 1387
Manage External Survey Companies ............................................................................................................... 1387
Report Balanced Scorecard, etc ...................................................................................................................... 1388
1.3.4.2 RESEARCH MANAGEMENT ........................................................................................................................ 1389
Research Management..................................................................................................................................... 1389
Evaluate R&D Business Value ........................................................................................................................ 1390
Manage R&D Investment ................................................................................................................................ 1391
Manage R&D Program Actvities ..................................................................................................................... 1391
1.3.4.3 TECHNOLOGY SCANNING ......................................................................................................................... 1392
Technology Scanning ....................................................................................................................................... 1392
Evaluate External Technology ......................................................................................................................... 1393
Determine Business Value of Potential Technology ........................................................................................ 1394
Assess Technology Acquisition ........................................................................................................................ 1395
1.3.5.3 PROCUREMENT MANAGEMENT ................................................................................................................. 1395
Procurement Management............................................................................................................................... 1396
Manage Corporate Procurement & Logistics Policies .................................................................................... 1397
Define Warehousing Policies .......................................................................................................................... 1397
Develop Logistics/Transport Policies .............................................................................................................. 1398

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Business Process Framework (eTOM) R13.5

Develop Stock/Inventory Management Policies .............................................................................................. 1399

Manage Goods Acceptance & Handling ......................................................................................................... 1399
1.3.6.1 CORPORATE COMMUNICATIONS & IMAGE MANAGEMENT ....................................................................... 1400
Corporate Communications & Image Management ........................................................................................ 1401
Promote Desired Corporate mage ................................................................................................................... 1401
Manage Spokespeople ..................................................................................................................................... 1402
Manage Messaging .......................................................................................................................................... 1403
1.3.6.2 COMMUNITY RELATIONS MANAGEMENT ................................................................................................. 1404
Community Relations Management ................................................................................................................. 1404
Ensure Community Visibility ........................................................................................................................... 1405
Communicate Community Messaging ............................................................................................................. 1406
Handle Community Contacts ........................................................................................................................... 1406
1.3.6.3 SHAREHOLDER RELATIONS MANAGEMENT .............................................................................................. 1407
Shareholder Relations Management ................................................................................................................ 1407
Manage Shareholder Relations ....................................................................................................................... 1408
Manage Employee Share Plans ....................................................................................................................... 1409
1.3.6.4 REGULATORY MANAGEMENT ................................................................................................................... 1410
Regulatory Management .................................................................................................................................. 1410
Ensure Regulatory Compliance ....................................................................................................................... 1411
Handle Pending Regulations ........................................................................................................................... 1411
File Trariffs ..................................................................................................................................................... 1412
1.3.6.5 LEGAL MANAGEMENT .............................................................................................................................. 1413
Legal Management .......................................................................................................................................... 1413
Ensure Legala Compliance.............................................................................................................................. 1414
Carry out Legal requests ................................................................................................................................. 1414
Provide Legal Advice....................................................................................................................................... 1415
Notify Legal Environment Changes ................................................................................................................. 1416
Manage Legal Actions ..................................................................................................................................... 1416
1.3.6.6 BOARD & SHARES/SECURITIES MANAGEMENT ........................................................................................ 1417
Board & Shares/Securities Management ......................................................................................................... 1418
Manage Board Related Activities .................................................................................................................... 1418
Manage Shares/Securities ............................................................................................................................... 1419
Manage Capital/Equity Activities .................................................................................................................... 1420
Manage Share/Stock Registry .......................................................................................................................... 1420
1.3.7.1 HR POLICIES & PRACTICES ...................................................................................................................... 1421
HR Policies & Practices .................................................................................................................................. 1422
Facilitate Performance Appraisal ................................................................................................................... 1422
Facilitate Remuneration Policies & Levels ..................................................................................................... 1423
Facilitate Allowances & Benefits .................................................................................................................... 1424
Facilitate Occupational Health & Safety ........................................................................................................ 1424
Facilitate Equal Employment Opportunity ...................................................................................................... 1425
Facilitate Compensation Guidelines .............................................................................................................. 1425
Facilitate Code of Conduct .............................................................................................................................. 1426
Facilitate Hiring & Termination Guidelines ................................................................................................... 1427
Facilitate Employee Satisfaction Measurement & Management ..................................................................... 1427
1.3.7.3 WORKFORCE STRATEGY ........................................................................................................................... 1428
Workforce Strategy .......................................................................................................................................... 1429
Define Workforce Strategy Requirements ........................................................................................................ 1429
Create Workforce Strategy .............................................................................................................................. 1430
Manage Workforce Change ............................................................................................................................. 1431
1.3.7.4 WORKFORCE DEVELOPMENT .................................................................................................................... 1431
Workforce Development .................................................................................................................................. 1432
Apply Competency Modeling ........................................................................................................................... 1433
Apply Skills Assessment ................................................................................................................................... 1433
Apply Strength Profiling .................................................................................................................................. 1434

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Business Process Framework (eTOM) R13.5

Apply Succession Planning .............................................................................................................................. 1435

Apply Training ................................................................................................................................................ 1435
Apply Career Development.............................................................................................................................. 1436
Apply Work Design .......................................................................................................................................... 1437
Apply Employee Recruitment ........................................................................................................................... 1437
1.3.7.5 EMPLOYEE & LABOR RELATIONS MANAGEMENT..................................................................................... 1438
Employee & Labor Relations Management ..................................................................................................... 1439
Manage Employee Relations ........................................................................................................................... 1439
Manage Labor Relations ................................................................................................................................. 1440
INDEX .................................................................................................................................................................... 1442
ADMINISTRATIVE APPENDIX ........................................................................................................................ 1470
ACKNOWLEDGMENTS ........................................................................................................................................... 1470
DOCUMENT HISTORY ........................................................................................................................................... 1470
Version History ................................................................................................................................................ 1470
Release History ................................................................................................................................................ 1472

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Business Process Framework (eTOM) R13.5

List of Figures

Figure 1. CRM Support & Readiness decomposition into level 3 processes............................... 51

Figure 2. Support Customer Interface Management decomposition into level 4 processes ...... 71

Figure 3. Support Order Handling decomposition into level 4 processes ................................... 74

Figure 4. Support Problem Handling decomposition into level 4 processes............................... 88

Figure 5. Support Retention & Loyalty decomposition into level 4 processes............................ 96

Figure 6. Support Marketing Fulfillment decomposition into level 4 processes ......................... 99

Figure 7. Support Selling decomposition into level 4 processes ............................................... 101

Figure 8. Support Customer QoS/SLA decomposition into level 4 processes .......................... 106

Figure 9. Manage Campaign decomposition into level 4 processes .......................................... 115

Figure 10. Manage Customer Inventory decomposition into level 4 processes ........................ 119

Figure 11. Manage Product Offering Inventory decomposition into level 4 processes ............ 125

Figure 12. Manage Sales Inventory decomposition into level 4 processes ............................... 132

Figure 13. Support Bill Invoice Management decomposition into level 4 processes ............... 138

Figure 14. Support Bill Payments & Receivables Management decomposition into level 4
processes ..................................................................................................................................... 144

Figure 15. Support Bill Inquiry Handling decomposition into level 4 processes ...................... 148

Figure 16. Marketing Fulfillment Response decomposition into level 3 processes .................. 151

Figure 17. Issue & Distribute Marketing Collaterals decomposition into level 4 processes .... 154

Figure 18. Track Leads decomposition into level 4 processes ................................................... 157

Figure 19. Selling decomposition into level 3 processes ............................................................ 159

Figure 20. Manage Prospect decomposition into level 4 processes .......................................... 166

Figure 21. Qualify Opportunity decomposition into level 4 processes ...................................... 170

Figure 22. Negotiate Sales/Contract decomposition into level 4 processes.............................. 173

Figure 23. Cross/Up Selling decomposition into level 4 processes ........................................... 178

Figure 24. Develop Sales Proposal decomposition into level 4 processes ............................... 181

Figure 25. Manage Sales Accounts decomposition into level 4 processes ............................... 185

Figure 26. Order Handling decomposition into level 3 processes .............................................. 188

Figure 27. Determine Customer Order Feasibility decomposition into level 4 processes ....... 196

Figure 28. Track & Manage Customer Order Handling decomposition into level 4
processes ..................................................................................................................................... 198

Figure 29. Issue Customer Orders decomposition into level 4 processes ................................ 202

Figure 30. Report Customer Order Handling decomposition into level 4 processes................ 205
Figure 31. Problem Handling decomposition into level 3 processes ......................................... 208

Figure 32. Isolate Customer Problem decomposition into level 4 processes............................ 215

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Figure 33. Report Customer Problem decomposition into level 4 processes ........................... 219

Figure 34. Track & Manage Customer Problem decomposition into level 4 processes ........... 225

Figure 35. Close Customer Problem Report decomposition into level 4 processes ................. 230

Figure 36. Correct & Recover Customer Problem decomposition into level 4 processes ....... 235

Figure 37. Customer QoS/SLA Management decomposition into level 3 processes ................ 238

Figure 38. Assess Customer QoS/SLA Performance decomposition into level 4 processes .. 245

Figure 39. Manage QoS/SLA Violation decomposition into level 4 processes .......................... 250

Figure 40. Report Customer QoS Performance decomposition into level 4 processes ........... 254

Figure 41. Create Customer QoS Performance Degradation Report decomposition into
level 4 processes ......................................................................................................................... 258

Figure 42. Track & Manage Customer QoS Performance Resolution decomposition into
level 4 processes ......................................................................................................................... 261

Figure 43. Bill Invoice Management decomposition into level 3 processes .............................. 269

Figure 44. Apply Pricing, Discounting, Adjustments & Rebates decomposition into level 4
processes ..................................................................................................................................... 274

Figure 45. Create Customer Bill Invoice decomposition into level 4 processes ....................... 278

Figure 46. Produce & Distribute Bill decomposition into level 4 processes .............................. 282

Figure 47. Bill Payments & Receivables Management decomposition into level 3
processes ..................................................................................................................................... 289

Figure 48. Manage Customer Payments decomposition into level 4 processes ....................... 293

Figure 49. Manage Customer Debt Collection decomposition into level 4 processes.............. 299

Figure 50. Bill Inquiry Handling decomposition into level 3 processes ..................................... 306

Figure 51. Create Customer Bill Inquiry Report decomposition into level 4 processes ........... 314

Figure 52. Assess Customer Bill Inquiry Report decomposition into level 4 processes .......... 318

Figure 53. Authorize Customer Bill Invoice Adjustment decomposition into level 4
processes ..................................................................................................................................... 322
Figure 54. Track & Manage Customer Bill Inquiry Resolution decomposition into level 4
processes ..................................................................................................................................... 326

Figure 55. Report Customer Bill Inquiry decomposition into level 4 processes ....................... 333

Figure 56. Charging decomposition into level 3 processes ........................................................ 337

Figure 57. Manage Billing Events decomposition into level 3 processes .................................. 342

Figure 58. Enrich Billing Events decomposition into level 4 processes .................................... 346

Figure 59. Guide Billing Events decomposition into level 4 processes ..................................... 349

Figure 60. Mediate Billing Events decomposition into level 4 processes .................................. 352

Figure 61. Report Billing Event Records decomposition into level 4 processes ...................... 354

Figure 62. Manage Balances decomposition into level 3 processes .......................................... 358
Figure 63. Enable Retention & Loyalty decomposition into level 4 processes.......................... 367

Figure 64. Build Customer Insight decomposition into level 5 processes ................................ 371

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Business Process Framework (eTOM) R13.5

Figure 65. Analyze & Manage Customer Risk decomposition into level 5 processes .............. 374

Figure 66. Personalize Customer Profile for Retention & Loyalty decomposition into level 5
processes ..................................................................................................................................... 378

Figure 67. Validate Customer Satisfaction decomposition into level 5 processes ................... 382

Figure 68. Establish Customer Relationship decomposition into level 4 processes ................ 385

Figure 69. Acquire Customer Data decomposition into level 5 processes ................................ 392

Figure 70. Customer Information Management decomposition into level 3 processes ............ 395

Figure 71. Customer Interaction Management decomposition into level 3 processes ............. 400

Figure 72. Customer Interface Management decomposition into level 4 processes ................ 408

Figure 73. Manage Contact decomposition into level 4 processes ............................................ 412

Figure 74. Manage Request (Including Self Service) decomposition into level 4 processes ... 415

Figure 75. Analyze & Report on Customer decomposition into level 4 processes ................... 418

Figure 76. Mediate & Orchestrate Customer Interactions decomposition into level 4
processes ..................................................................................................................................... 420

Figure 77. SM&O Support & Readiness decomposition into level 3 processes ........................ 424

Figure 78. Enable Service Configuration & Activation decomposition into level 4
processes ..................................................................................................................................... 432

Figure 79. Support Service Problem Management decomposition into level 4 processes ...... 440

Figure 80. Enable Service Quality Management decomposition into level 4 processes .......... 446

Figure 81. Service Configuration & Activation decomposition into level 3 processes ............. 454

Figure 82. Design Solution decomposition into level 4 processes ............................................. 465

Figure 83. Allocate Specific Service Parameters to Services decomposition into level 4
processes ..................................................................................................................................... 469

Figure 84. Track & Manage Service Provisioning decomposition into level 4 processes ........ 473

Figure 85. Implement, Configure & Activate Service decomposition into level 4 processes ... 478
Figure 86. Test Service End-to-End decomposition into level 4 processes .............................. 482

Figure 87. Issue Service Orders decomposition into level 4 processes .................................... 486

Figure 88. Report Service Provisioning decomposition into level 4 processes ........................ 490

Figure 89. Recover Service decomposition into level 4 processes ............................................ 494

Figure 90. Service Problem Management decomposition into level 3 processes ..................... 499

Figure 91. Create Service Trouble Report decomposition into level 4 processes .................... 508

Figure 92. Diagnose Service Problem decomposition into level 4 processes ........................... 513

Figure 93. Correct & Resolve Service Problem decomposition into level 4 processes ............ 518

Figure 94. Track & Manage Service Problem decomposition into level 4 processes ............... 523

Figure 95. Report Service Problem decomposition into level 4 processes ............................... 530
Figure 96. Survey & Analyze Service Problem decomposition into level 4 processes ............. 533

Figure 97. Service Quality Management decomposition into level 3 processes ....................... 539

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Figure 98. Monitor Service Quality decomposition into level 4 processes ................................ 547

Figure 99. Analyze Service Quality decomposition into level 4 processes ............................... 552

Figure 100. Improve Service Quality decomposition into level 4 processes ............................. 555

Figure 101. Report Service Quality Performance decomposition into level 4 processes ......... 559

Figure 102. Create Service Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 563

Figure 103. Track & Manage Service Quality Performance Resolution decomposition into
level 4 processes ......................................................................................................................... 566

Figure 104. Service Guiding & Mediation decomposition into level 3 processes ..................... 573

Figure 105. Mediate Service Usage Records decomposition into level 4 processes ................ 576

Figure 106. RM&O Support & Readiness decomposition into level 3 processes ...................... 581

Figure 107. Enable Resource Provisioning decomposition into level 4 processes .................. 592

Figure 108. Enable Resource Performance Management decomposition into level 4

processes ..................................................................................................................................... 601

Figure 109. Support Resource Trouble Management decomposition into level 4 processes .. 609

Figure 110. Enable Resource Data Collection & Distribution decomposition into level 4
processes ..................................................................................................................................... 615

Figure 111. Manage Resource Inventory decomposition into level 4 processes ...................... 620

Figure 112. Manage Logistics decomposition into level 4 processes ........................................ 624

Figure 113. Resource Provisioning decomposition into level 3 processes ............................... 630

Figure 114. Allocate & Install Resource decomposition into level 4 processes ........................ 639

Figure 115. Configure & Activate Resource decomposition into level 4 processes ................. 645

Figure 116. Test Resource decomposition into level 4 processes ............................................. 649

Figure 117. Track & Manage Resource Provisioning decomposition into level 4 processes .. 652

Figure 118. Report Resource Provisioning decomposition into level 4 processes .................. 657
Figure 119. Issue Resource Orders decomposition into level 4 processes ............................... 660

Figure 120. Recover Resource decomposition into level 4 processes ...................................... 665

Figure 121. Resource Trouble Management decomposition into level 3 processes................. 670

Figure 122. Survey & Analyze Resource Trouble decomposition into level 4 processes ........ 680

Figure 123. Localize Resource Trouble decomposition into level 4 processes ........................ 686

Figure 124. Correct & Resolve Resource Trouble decomposition into level 4 processes ....... 692

Figure 125. Track & Manage Resource Trouble decomposition into level 4 processes ........... 697

Figure 126. Report Resource Trouble decomposition into level 4 processes ........................... 703

Figure 127. Create Resource Trouble Report decomposition into level 4 processes ............... 707

Figure 128. Resource Performance Management decomposition into level 3 processes ........ 710
Figure 129. Monitor Resource Performance decomposition into level 4 processes ................. 718

Figure 130. Analyze Resource Performance decomposition into level 4 processes ................ 723

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Figure 131. Control Resource Performance decomposition into level 4 processes ................. 726

Figure 132. Report Resource Performance decomposition into level 4 processes .................. 729

Figure 133. Create Resource Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 732

Figure 134. Track & Manage Resource Performance Resolution decomposition into level 4
processes ..................................................................................................................................... 735

Figure 135. Resource Data Collection & Distribution decomposition into level 3 processes .. 742

Figure 136. Collect Management Information & Data decomposition into level 4 processes .. 747

Figure 137. Process Management Information & Data decomposition into level 4
processes ..................................................................................................................................... 749

Figure 138. Distribute Management Information & Data decomposition into level 4
processes ..................................................................................................................................... 753

Figure 139. Resource Mediation & Reporting decomposition into level 3 processes .............. 757

Figure 140. Mediate Resource Usage Records decomposition into level 4 processes ............ 759

Figure 141. Workforce Management decomposition into level 3 processes ............................. 764

Figure 142. Manage Schedules & Appointments decomposition into level 4 processes ......... 772

Figure 143. Plan and Forecast Workforce Management decomposition into level 4
processes ..................................................................................................................................... 776

Figure 144. Administer and Configure Workforce Management decomposition into level 4
processes ..................................................................................................................................... 780

Figure 145. Manage Work Order Lifecycle decomposition into level 4 processes .................... 788

Figure 146. S/PRM Support & Readiness decomposition into level 3 processes ..................... 796

Figure 147. Support S/P Requisition Management decomposition into level 4 processes ...... 805

Figure 148. Support S/P Problem Reporting & Management decomposition into level 4
processes ..................................................................................................................................... 812

Figure 149. Support S/P Performance Management decomposition into level 4 processes .... 817
Figure 150. Support S/P Settlements & Payments Management decomposition into level 4
processes ..................................................................................................................................... 823

Figure 151. Support S/P Interface Management decomposition into level 4 processes ........... 826

Figure 152. Manage Supplier/Partner Inventory decomposition into level 4 processes ........... 829

Figure 153. S/P Requisition Management decomposition into level 3 processes ..................... 834

Figure 154. Select Supplier/Partner decomposition into level 4 processes .............................. 842

Figure 155. Determine S/P Pre-Requisition Feasibility decomposition into level 4

processes ..................................................................................................................................... 845

Figure 156. Track & Manage S/P Requisition decomposition into level 4 processes ............... 849

Figure 157. Initiate S/P Requisition Order decomposition into level 4 processes .................... 855

Figure 158. Report S/P Requisition decomposition into level 4 processes ............................... 858
Figure 159. Close S/P Requisition Order decomposition into level 4 processes ...................... 861

Figure 160. S/P Problem Reporting & Management decomposition into level 3 processes .... 864

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Business Process Framework (eTOM) R13.5

Figure 161. Initiate S/P Problem Report decomposition into level 4 processes ........................ 870

Figure 162. Receive S/P Problem Report decomposition into level 4 processes ...................... 872

Figure 163. Track & Manage S/P Problem Resolution decomposition into level 4 processes . 875

Figure 164. Report S/P Problem Resolution decomposition into level 4 processes ................. 880

Figure 165. Close S/P Problem Report decomposition into level 4 processes.......................... 885

Figure 166. S/P Performance Management decomposition into level 3 processes .................. 887

Figure 167. Monitor & Control S/P Service Performance decomposition into level 4
processes ..................................................................................................................................... 893

Figure 168. Track & Manage S/P Performance Resolution decomposition into level 4
processes ..................................................................................................................................... 896

Figure 169. Report S/P Performance decomposition into level 4 processes ............................. 901

Figure 170. Close S/P Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 905

Figure 171. Initiate S/P Performance Degradation Report decomposition into level 4
processes ..................................................................................................................................... 908

Figure 172. S/P Settlements & Payments Management decomposition into level 3
processes ..................................................................................................................................... 910

Figure 173. S/P Interface Management decomposition into level 3 processes ......................... 914

Figure 174. Manage S/P Requests (Including Self Service) decomposition into level 4
processes ..................................................................................................................................... 918

Figure 175. Analyze & Report S/P Interactions decomposition into level 4 processes ............ 921

Figure 176. Mediate & Orchestrate Supplier/Partner Interactions decomposition into level 4
processes ..................................................................................................................................... 924

Figure 177. Market Strategy & Policy decomposition into level 3 processes ............................ 927

Figure 178. Establish Market Strategy decomposition into level 4 processes .......................... 932

Figure 179. Establish Market Segments decomposition into level 4 processes ....................... 936
Figure 180. Link Market Segments & Products decomposition into level 4 processes ............ 939

Figure 181. Gain Commitment to Marketing Strategy decomposition into level 4 processes . 942

Figure 182. Product & Offer Portfolio Planning decomposition into level 3 processes ........... 945

Figure 183. Gather & Analyze Product Information decomposition into level 4 processes ..... 950

Figure 184. Establish Product Portfolio Strategy decomposition into level 4 processes ........ 953

Figure 185. Produce Product Portfolio Business Plans decomposition into level 4
processes ..................................................................................................................................... 955

Figure 186. Gain Commitment to Product Business Plans decomposition into level 4
processes ..................................................................................................................................... 963

Figure 187. Product & Offer Capability Delivery decomposition into level 3 processes .......... 966

Figure 188. Define Product Capability Requirements decomposition into level 4 processes . 972
Figure 189. Capture Product Capability Shortfalls decomposition into level 4 processes ...... 976

Figure 190. Approve Product Business Case decomposition into level 4 processes .............. 979

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Figure 191. Deliver Product Capability decomposition into level 4 processes ......................... 982

Figure 192. Manage Handover to Product Operations decomposition into level 4 processes 985

Figure 193. Manage Product Capability Delivery Methodology decomposition into level 4
processes ..................................................................................................................................... 988

Figure 194. Marketing Capability Delivery decomposition into level 3 processes .................... 991

Figure 195. Define Marketing Capability Requirements decomposition into level 4

processes ..................................................................................................................................... 996

Figure 196. Gain Marketing Capability Approval decomposition into level 4 processes ......... 999

Figure 197. Deliver Marketing Infrastructure decomposition into level 4 processes .............. 1002

Figure 198. Manage Handover to Marketing Operations decomposition into level 4

processes ................................................................................................................................... 1005

Figure 199. Manage Marketing Capability Delivery Methodology decomposition into level 4
processes ................................................................................................................................... 1009

Figure 200. Product & Offer Development & Retirement decomposition into level 3
processes ................................................................................................................................... 1012

Figure 201. Gather & Analyze New Product Ideas decomposition into level 4 processes ..... 1019

Figure 202. Develop Product Commercialization Strategy decomposition into level 4

processes ................................................................................................................................... 1023

Figure 203. Develop Detailed Product Specifications decomposition into level 4 processes 1026

Figure 204. Launch New Products decomposition into level 4 processes .............................. 1030

Figure 205. Manage Product Exit decomposition into level 4 processes ................................ 1033

Figure 206. Sales Development decomposition into level 3 processes ................................... 1037

Figure 207. Monitor Sales & Channel Best Practice decomposition into level 4 processes .. 1041

Figure 208. Develop Sales & Channel Proposals decomposition into level 4 processes ....... 1044

Figure 209. Develop New Sales Channels & Processes decomposition into level 4
processes ................................................................................................................................... 1046
Figure 210. Product Marketing Communications & Promotion decomposition into level 3
processes ................................................................................................................................... 1050

Figure 211. Develop Promotional Collateral decomposition into level 4 processes ............... 1056

Figure 212. Manage Message & Campaign Delivery decomposition into level 4 processes .. 1058

Figure 213. Monitor Message & Campaign Effectiveness decomposition into level 4
processes ................................................................................................................................... 1061

Figure 214. Service Strategy & Planning decomposition into level 3 processes .................... 1065

Figure 215. Gather & Analyze Service Information decomposition into level 4 processes .... 1072

Figure 216. Manage Service Research decomposition into level 4 processes ........................ 1076

Figure 217. Establish Service Strategy & Goals decomposition into level 4 processes ........ 1080

Figure 218. Define Service Support Strategies decomposition into level 4 processes .......... 1086
Figure 219. Produce Service Business Plans decomposition into level 4 processes ............ 1089

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Figure 220. Develop Service Partnership Requirements decomposition into level 4

processes ................................................................................................................................... 1094

Figure 221. Gain Enterprise Commitment to Service Strategies decomposition into level 4
processes ................................................................................................................................... 1098

Figure 222. Service Capability Delivery decomposition into level 3 processes ...................... 1101

Figure 223. Map & Analyze Service Requirements decomposition into level 4 processes .... 1108

Figure 224. Capture Service Capability Shortfalls decomposition into level 4 processes ..... 1112

Figure 225. Gain Service Capability Investment Approval decomposition into level 4
processes ................................................................................................................................... 1115

Figure 226. Design Service Capabilities decomposition into level 4 processes ..................... 1118

Figure 227. Enable Service Support & Operations decomposition into level 4 processes .... 1121

Figure 228. Manage Handover to Service Operations decomposition into level 4 processes1125

Figure 229. Service Development & Retirement decomposition into level 3 processes ........ 1128

Figure 230. Gather & Analyze New Service Ideas decomposition into level 4 processes ...... 1135

Figure 231. Develop New Service Business Proposal decomposition into level 4 processes1138

Figure 232. Develop Detailed Service Specifications decomposition into level 4 processes 1141

Figure 233. Manage Service Development decomposition into level 4 processes ................. 1145

Figure 234. Manage Service Deployment decomposition into level 4 processes ................... 1151

Figure 235. Manage Service Exit decomposition into level 4 processes ................................. 1154

Figure 236. Resource Strategy & Planning decomposition into level 3 processes................. 1158

Figure 237. Gather & Analyze Resource Information decomposition into level 4 processes 1166

Figure 238. Manage Resource Research decomposition into level 4 processes .................... 1169

Figure 239. Establish Resource Strategy & Architecture decomposition into level 4
processes ................................................................................................................................... 1173

Figure 240. Define Resource Support Strategies decomposition into level 4 processes ....... 1177
Figure 241. Develop Resource Partnership Requirements decomposition into level 4
processes ................................................................................................................................... 1181

Figure 242. Gain Enterprise Commitment to Resource Plans decomposition into level 4
processes ................................................................................................................................... 1184

Figure 243. Resource Capability Delivery decomposition into level 3 processes ................... 1187

Figure 244. Map & Analyze Resource Requirements decomposition into level 4 processes 1195

Figure 245. Capture Resource Capability Shortfalls decomposition into level 4 processes . 1198

Figure 246. Gain Resource Capability Investment Approval decomposition into level 4
processes ................................................................................................................................... 1201

Figure 247. Design Resource Capabilities decomposition into level 4 processes .................. 1204

Figure 248. Enable Resource Support & Operations decomposition into level 4 processes . 1208
Figure 249. Manage Resource Capability Delivery decomposition into level 4 processes .... 1211

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Figure 250. Manage Handover to Resource Operations decomposition into level 4

processes ................................................................................................................................... 1216

Figure 251. Resource Development & Retirement decomposition into level 3 processes ..... 1219

Figure 252. Gather & Analyze New Resource Ideas decomposition into level 4 processes .. 1226

Figure 253. Develop New Resource Business Proposal decomposition into level 4
processes ................................................................................................................................... 1229

Figure 254. Develop Detailed Resource Specifications decomposition into level 4

processes ................................................................................................................................... 1232

Figure 255. Manage Resource Development decomposition into level 4 processes .............. 1236

Figure 256. Manage Resource Deployment decomposition into level 4 processes ................ 1241

Figure 257. Manage Resource Exit decomposition into level 4 processes .............................. 1245

Figure 258. Supply Chain Strategy & Planning decomposition into level 3 processes .......... 1249

Figure 259. Gather & Analyze Supply Chain Information decomposition into level 4
processes ................................................................................................................................... 1255

Figure 260. Establish Supply Chain Strategy & Goals decomposition into level 4 processes1259

Figure 261. Define Supply Chain Support Strategies decomposition into level 4 processes 1263

Figure 262. Produce Supply Chain Business Plans decomposition into level 4 processes .. 1267

Figure 263. Gain Enterprise Commitment to Supply Chain Plans decomposition into level 4
processes ................................................................................................................................... 1270

Figure 264. Supply Chain Capability Delivery decomposition into level 3 processes ............ 1273

Figure 265. Determine the Sourcing Requirements decomposition into level 4 processes ... 1280

Figure 266. Determine Potential Suppliers/Partners decomposition into level 4 processes . 1283

Figure 267. Manage the Tender Process decomposition into level 4 processes .................... 1286

Figure 268. Gain Tender Decision Approval decomposition into level 4 processes ............... 1289

Figure 269. Negotiate Commercial Arrangements decomposition into level 4 processes ..... 1291

Figure 270. Gain Approval for Commercial Arrangements decomposition into level 4
processes ................................................................................................................................... 1294

Figure 271. Supply Chain Development & Change Management decomposition into level 3
processes ................................................................................................................................... 1297

Figure 272. Manage Supplier/Partner Engagement decomposition into level 4 processes ... 1303

Figure 273. S/P (sourced) Capability Development & Retirement decomposition into level 3
processes ................................................................................................................................... 1306

Figure 274. On-board Supplier/ Partner Capability decomposition into level 4 processes .... 1309

Figure 275. Off-board Supplier/ Partner Capability decomposition into level 4 processes .... 1313

Figure 276. Strategic Business Planning decomposition into level 3 processes.................... 1316

Figure 277. Business Development decomposition into level 3 processes ............................ 1319

Figure 278. Enterprise Architecture Management decomposition into level 3 processes ..... 1324
Figure 279. Group Enterprise Management decomposition into level 3 processes................ 1331

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Figure 280. Business Continuity Management decomposition into level 3 processes .......... 1335

Figure 281. Security Management decomposition into level 3 processes ............................... 1340

Figure 282. Fraud Management decomposition into level 3 processes ................................... 1351

Figure 283. Audit Management decomposition into level 3 processes .................................... 1354

Figure 284. Insurance Management decomposition into level 3 processes ............................ 1359

Figure 285. Revenue Assurance Management decomposition into level 3 processes ........... 1363

Figure 286. Manage Revenue Assurance Operations decomposition into level 4 processes 1369

Figure 287. Enterprise Quality Management decomposition into level 3 processes ....................... 1377

Figure 288. Program & Project Management decomposition into level 3 processes.............. 1380

Figure 289. Enterprise Performance Assessment decomposition into level 3 processes ..... 1385

Figure 290. Research Management decomposition into level 3 processes ............................. 1389

Figure 291. Technology Scanning decomposition into level 3 processes ............................... 1392

Figure 292. Procurement Management decomposition into level 3 processes ....................... 1396

Figure 293. Corporate Communications & Image Management decomposition into level 3
processes ................................................................................................................................... 1401

Figure 294. Community Relations Management decomposition into level 3 processes ........ 1404

Figure 295. Shareholder Relations Management decomposition into level 3 processes ....... 1407

Figure 296. Regulatory Management decomposition into level 3 processes .......................... 1410

Figure 297. Legal Management decomposition into level 3 processes .................................... 1413

Figure 298. Board & Shares/Securities Management decomposition into level 3 processes 1417

Figure 299. HR Policies & Practices decomposition into level 3 processes ............................ 1421

Figure 300. Workforce Strategy decomposition into level 3 processes ................................... 1428

Figure 301. Workforce Development decomposition into level 3 processes ........................... 1432

Figure 302. Employee & Labor Relations Management decomposition into level 3
processes ................................................................................................................................... 1439

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Introduction
Note that this document represents a specific way of applying the Process
Framework in the context of a specific industry domain or market segment, in
this case the digital health industry particularly as concerned with management
of equipment, monitoring, etc. The intent is to leverage the “generic” Business
Process Framework content (as published separately within this Release) but
adapt the language to use terminology familiar to the area concerned, and so
maximize the ease with which the content can be applied without confusion.
This is an evolving activity, and so further material is expected in future
Releases.
This document stands as an Addendum to the Business Process Framework
(GB921). It provides further detail concerning the Framework through definition
of the process elements within the Framework, at several levels of detail. It
should be read in conjunction with the main GB921 document, and other
Addenda (see GB921 for details).
In the main document (GB921), the overall Business Process Framework is
described. In addition, brief descriptions of the Level 1 process groupings of
the Framework are provided. This Addendum provides the Level 2
decompositions and descriptions for each of these high-level process
groupings. Each Level 1 process grouping is shown with its constituent Level 2
processes, and brief process descriptions are provided for Level 2 processes
in each of the major process areas: Operations (OPS); Strategy, Infrastructure
& Product (SIP); and Enterprise Management.
This document is organized using the horizontal Level 1 process groupings as
the prime categorization for the SIP and OPS process areas. The Enterprise
process groupings are considered individually.
In addition, Level 3 decompositions and descriptions are provided for Level 2
processes within the OPS (Operations) area of eTOM. The processes that
have been decomposed are those within the CRM (Customer Relationship
Management), the SM&O (Service Management and Operations) RM&O
(Resource Management and Operations) and S/PRM (Supplier/Partner
Relationship Management) Level 1 process areas.
It is convenient to illustrate all the Level 1 processes within eTOM in a single
diagram, as in the main document (GB921). To extend this diagram to show all
the Level 2 processes within each Level 1 process grouping is possible, but is
too graphically complex a picture to be used directly. Once Level 3 processes
are included, a single diagram becomes quite impractical. In this Addendum,
each Level 1 process grouping is therefore shown in isolation, with its
dependent Level 2 processes, and where available, Level 3 processes. It is to
be understood that the aggregation of all these Level 2 processes, within the
overall eTOM structure, represents the totality of the Level 2 processes within
the eTOM. Similarly, the aggregation of all component Level 3 processes,
within their “parent” Level 2 process, represents the totality of that Level 2
process, and this pattern is repeated as further levels of decomposition are
exposed.

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Note that the process decomposition diagrams used in this Addendum can
include black dots within some of the process boxes. These are not a graphical
error, but are inserted automatically by a process-modeling tool, to indicate
that a further decomposition of that process has been made in the tool.

Process Associations and IDs

To aid understanding, each Level 2 and Level 3 process described here has
an associated indication of its positioning within the particular vertical and
horizontal Level 1 process with which it is associated. For example, CRM
Operations Support & Process Management (shown under Customer
Relationship Management Level 2 Process Descriptions, below) has the
indication (CRM-OSR) to indicate it is within the horizontal Customer
Relationship Management process, and the vertical Operations Support &
Readiness process.
Processes have been given a process ID throughout this document. The
format of the numbering scheme work as follow:
aaaaaa.b.x.c.d.e where
aaaaaa: This will represent a company specific number. The
eTOM team recognizes the need for a company specific identifier but
has not yet decided upon one specific format (this is for further study).
This field is used to prefix the process ID so that individual companies
may extend and/or change the processes; and identify the changes
with a company specific identifier.
b: This digit is used to identify the originator of the process It is set to 1 if
the process is the TMF original one, to 2 otherwise
x: Digit representing Level 0 process
c: Digit representing Level 1 process
d: Digit representing Level 2 process
e: Digit representing Level 3 process
The unique identifier thus associated with individual processes can thus be
used to assist in locating individual processes.

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Process Decompositions & Descriptions

1.1.1.1 CRM - Support & Readiness

Figure 1. CRM Support & Readiness decomposition into level 3 processes

CRM - Support & Readiness

Process Identifier: 1.1.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
CRM Support & Readiness processes ensure the support capability is in place to allow
the CRM Fulfillment, Assurance and Billing processes to operate effectively.

Extended Description
CRM Support & Readiness processes ensure the support capability is in place to allow
the CRM Fulfillment, Assurance and Billing processes to operate effectively.
The responsibilities of these processes include, but are not limited to:
• Provision of sales, product and customer process infrastructure;,
• policy support and decision support knowledge for customers and customer interactions
(including billing activities), sales activity and sales interactions, and product offerings;
• management & analysis of sales campaigns (including direct and outbound calling);
• management and analysis of sales activity and sales opportunities (including funnel and
prospect analysis and support);
• maintaining and managing stocks of marketing collateral to be distributed using the
Marketing Fulfillment processes;

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• maintaining inventories to support the sales, product and customer data required by the
FAB and CRM OS&R processes
• monitoring and reporting on the capabilities and costs of the individual CRM FAB
processes; and
• longer-term trend analysis on product, ,sales and customer FAB processes in order to
establish the extent to which enterprise targets for these processes are being achieved
and/or the need for the processes to be modified.
These processes support the operational introduction of new processes and infrastructure
to support new and/or enhanced product offerings, new and/or enhanced sales capability
and new and/or enhanced customer management capabilities and are responsible for
conducting operations readiness testing and acceptance. They develop the procedures
for the specific Fulfillment, Assurance and Billing processes and keep them up to date.
After successful testing, these processes accept the new or enhanced process
capabilities and manage a full-scale introduction for general availability.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Customer Interface Management

Process Identifier: 1.1.1.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all information, materials, systems and resources are available so that the
Customer Interface Management processes can operate effectively, when a contact with
a customer occurs.

Extended Description
The purpose of the Support Customer Interface Management processes is to ensure that
there is capability (for example, information, materials, systems and resource) so that the
Customer Interface Management processes can operate effectively when a contact with a

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customer occurs. Examples are information on how to handle unusual requests based on
temporary situations, systems needed to accept and track customer contacts, requests
for the provisioning of additional resources where it has been identified that current levels
will impact on timely contact handling.
These processes are responsible for implementing generic and specific changes to
customer interfaces. This support could be in updating agent scripts, IVR
announcements, Web pages, etc. Customer Interface Support processes keep up to date
all information concerning customers.
These processes undertake trend analysis on customer contacts, e.g. type, frequency,
duration, outcome.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Order Handling

Process Identifier: 1.1.1.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that new and/or modified Order Handling related infrastructure is deployed
effectively, and to ensure that Order Handling processes can operate effectively.

Extended Description
The purpose of the Support Order Handling processes is twofold – to ensure that new
and/or modified Order Handling related infrastructure is deployed effectively, and to
ensure that Order Handling processes can operate effectively.

For the Order Handling processes the role of the Support Order Handling processes is to
make sure that there is sufficient process capacity and capability (for example
information, materials, systems and resources) so that the Order Handling processes can
operate effectively.Examples are information on how to process orders for specific

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product offerings, information needed to carry out designs, materials needed to confirm
customer order requests, systems needed to validate product offering availability.

The responsibilities of these processes include, but are not limited to:

· forecasting at an operational level customer order handling volume requirements;

· the capacity planning associated with the deployment of new and/or modified customer
order handling infrastructure;
· establishment and monitoring of organizational arrangements to support deployment
and operation of new and/or modified customer order handling infrastructure;
· creation, deployment, modification and/or upgrading of customer order handling
infrastructure deployment support tools (including Customer Inventory and Product Offer
Inventory) and processes for new and/or modified customer order handling infrastructure;
· authoring, reviewing and approving operational procedures developed by Marketing &
Offer Management processes prior to customer order handling infrastructure deployment;
· the testing and acceptance of new and/or modified customer order handling
infrastructure as part of the handover procedure from the Marketing & Offer Management
processes to Operations;
· detecting customer order handling infrastructure operational limitations and/or
deployment incompatibilities and providing requirements to address these aspects to
Marketing & Offer Management processes;
· co-ordination and roll-out, in accordance with approved plans, of the approved new
and/or modified customer order handling infrastructure;
· monitoring capacity utilization of deployed customer order handling infrastructure to
provide early detection of potential customer order handling infrastructure shortfalls;
· reconfiguration and re-arrangement of under-utilized deployed customer order handling
infrastructure;
· managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;
· reporting on deployed customer order handling infrastructure capacity;
· Tracking and monitoring of the customer order handling infrastructure deployment
processes and costs (including where customer order handling infrastructure is deployed
and managed by third parties),
· reporting on the capability of the customer order handling infrastructure deployment
processes; and
· establishing and managing customer order handling notification facilities and lists to
support the Order Handling notification and reporting processes
The processes undertake trend analysis on order handling, such as time taken to
complete a customer order, frequency and type of Order Handling process issues
involved, and cancelled orders.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Problem Handling

Process Identifier: 1.1.1.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assist Problem Handling processes by proactively undertaking statistically driven
preventative and scheduled purchased product offering maintenance activities and
monitoring, managing and reporting on the capability of the Problem Handling processes.

Extended Description
The responsibilities of the Support Problem Handling processes are twofold - assist
Problem Handling processes by proactively undertaking statistically driven preventative
and scheduled purchased product offering maintenance activities and monitoring,
managing and reporting on the capability of the Problem Handling processes.
These processes are responsible for ensuring that the purchased product offerings are
working effectively and efficiently.
Responsibilities of these processes include, but are not limited to:
· Extracting and analyzing, including undertaking trend analysis, historical and current
customer problem reports and performance reports to identify potential customer
purchased product offerings requiring proactive maintenance and/or replacement;
· Requesting scheduling of additional customer purchased product offering data collection
to assist in the analysis activity;
· Requesting scheduling of customer purchased product offering performance testing to
assist in analysis activity;
· Developing and managing customer purchased product offering proactive maintenance
programs;
· Requesting customer provisioning activity to prevent anticipated customer problems
associated with purchased product offerings identified in the analysis activities;
· Reporting outcomes of trend analysis to Market & Offer Management processes to
influence new and/or modified customer product offering development;

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· Tracking and monitoring of the Problem Handling processes and associated costs
(including where customer infrastructure is deployed and managed by third parties), and
reporting on the capability of the Problem Handling processes; and
· Establishing and managing customer problem notification facilities and lists to support
the Problem Handling notification and reporting processes
These processes undertake trend analysis on problem handling.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Billing & Collections (Deleted)

Process Identifier: 1.1.1.1.4 (This Process ID has been deliberately unused!)

Support Retention & Loyalty

Process Identifier: 1.1.1.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all information, materials, systems and resources are available so that the
Retention & Loyalty processes can be completed without delay, when a request is
received from a customer

Extended Description
The purpose of the Support Retention & Loyalty processes is to make sure that there is
capability (for example, information, materials, systems and resources) so that the
Retention & Loyalty processes can operate effectively. Examples are information on

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current requests for analysis and collection of customer profile information, materials
needed to analyze customer retention and loyalty information, systems needed to analyze
customer retention and loyalty information, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely retention
and loyalty information collection and delivery.
These processes undertake trend analysis on retention and loyalty, including customer
acquisitions and churn, and the effectiveness of loyalty schemes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Marketing Fulfillment

Process Identifier: 1.1.1.1.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that there is capability to support the expected demand for the Marketing
Fulfillment Response processes so that they can operate effectively.

Extended Description
The purpose of the Support Marketing Fulfillment processes is to ensure that there is
capability (for example, information, materials, systems and resources) so that the
Marketing Fulfillment Response processes can operate effectively. These processes
monitor planned Product Launches and current Marketing Fulfillment activity, then
redistribute existing capability or enable new capability (people, facilities, infrastructure).
These processes undertake trend analysis on marketing, including problems occurring
and launch effectiveness.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Selling

Process Identifier: 1.1.1.1.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Administer and manage the operation of the various sales channels and to ensure that
there is capability (for example, information, materials, systems and resources) to support
the Selling processes.

Extended Description
The purpose of the Support Selling processes is twofold - to administer and manage the
operation of the various sales channels and to ensure that there is capability (for
example, information, materials, systems and resources) to support the Selling processes
so that they can operate effectively.
These processes monitor current selling trends, and are responsible for the optimization
and/or redistribution of existing sales channel capability or for enabling new capability
(people, facilities, infrastructure). These processes undertake trend analysis on selling,
including problems, successes, profit and loss
Support Selling processes deal with the administration of the Selling processes and the
effectiveness of the channels to support new and existing products, as well as existing
and potential customers. The processes ensure the effectiveness of the sales staff and
channels both in terms of skill sets available, but also in terms of demand forecasting and
management of utilization. These processes are also responsible for the administration
and management of sales channel incentive, compensation and reward schemes, and for
assessing the performance and effectiveness of sales channels.
Other marketing processes, such as Manage Campaign and Product Marketing
Communications & Promotion, are responsible for determining the appropriate selling
route or channel, and the required selling method and mechanism for specific market
segments and channels, by product or product family, e.g., face-to-face contact,
telemarketing, etc. Support Selling processes are responsible for ensuring that the sales
channels are capable of implementing the required selling method and have the
necessary skills and capacity to support the anticipated volumes and type of product in

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each market segment. These processes are responsible for providing feedback on the
performance and effectiveness information as required to other marketing processes.
Sales Channels managed by these processes include retail storefronts, e.g. a third-party
retailer or an enterprise's own storefront, various web sites or ISPs, B2B marketplaces or
direct relationships with external parties, distributors for that product family, account
teams, outbound calling teams, direct sales teams, etc.
The Support Selling processes are responsible for the collection and administration of
sales lead s and the associated probabilities, and for the distribution of leads to the
appropriate sales channels. Leads are collected from many processes both customer
facing processes and back-end processes. This process is responsible to ensure that
processes are operating to collect leads wherever they arise, for the management of
leads, and for the matching of the lead to the appropriate sales channel. These
processes are responsible for distributing the lead into the appropriate sales channel.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Customer QoS/SLA

Process Identifier: 1.1.1.1.8

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Support Customer QoS/SLA Management processes by proactively monitoring and
assessing the performance of purchased product offerings as a group against agreed
QoS/SLA parameters, and monitoring, managing and reporting on the capability of the
Customer QoS/SLA Management processes.

Extended Description
The responsibilities of the Support Customer QoS/SLA Management processes are
twofold - support Customer QoS/SLA Management processes by proactively monitoring
and assessing the performance of purchased product offerings as a group against agreed

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QoS/SLA parameters, and monitoring, managing and reporting on the capability of the
Customer QoS/SLA Management processes.
Proactive management is undertaken using a range of performance parameters, whether
technical, time, economic or process related.
The responsibilities of the processes include, but are not limited to:
· Undertaking proactive monitoring regimes of groups of similar purchased product
offerings as required to ensure ongoing performance within agreed parameters over
time;
· Developing and maintaining, in the product offering repository, acceptable and/or
commercially agreed performance threshold standards for purchased product offerings to
support the Customer QoS/SLA Management processes;
· Undertaking trend analysis, and producing reports, of the QoS performance of groups of
like purchased product offerings to identify any longer term deterioration;
· Monitoring and analyzing the purchased product offering performance analyses
produced by the Customer QoS/SLA Management processes to identify problems that
may be applicable to purchased product offerings as a whole;
· Aggregate analysis of QoS performance across groups of customers or aggregate
analysis of SLA types;
· Sourcing details relating to purchased product offerings performance and analysis from
the product offering inventory to assist in the development of trend analyses;
· Logging the results of the analysis into the product offering inventory repository;·
Establishing and managing facilities to inform customers of, and negotiate agreement for,
planned service outages;
· Tracking and monitoring of the Customer QoS/SLA Management processes and
associated costs, and reporting on the capability of the Customer QoS/SLA Management
processes;
· Establishing and managing customer notification facilities and lists to support the
Customer QoS/SLA Management notification and reporting processes; and
· Supporting the Support Customer QoS/SLA Management process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Manage Campaign

Process Identifier: 1.1.1.1.9

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage individual marketing campaigns developed by Product Marketing
Communications & Promotion processes.

Extended Description
The purpose of the Manage Campaign processes is to manage individual Marketing
Campaigns developed by Product Marketing Communications & Promotion processes.
These processes monitor and undertake trend analysis on the effectiveness of the
campaigns, make modifications and report results. Manage Campaign processes ensure
that Marketing Fulfillment Response is staffed, trained and equipped appropriately to
support the specific campaign, whether direct mail, TV ad, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Customer Inventory

Process Identifier: 1.1.1.1.10

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Establish, manage and administer the enterprise's customer inventory, as embodied in

the Customer Inventory Database, and monitor and report on the usage and access to
the customer inventory, and the quality of the data maintained in it.

Extended Description
The purpose of the Manage Customer Inventory processes are twofold - establish,
manage and administer the enterprise's customer inventory, as embodied in the
Customer Inventory Database, and monitor and report on the usage and access to the
customer inventory, and the quality of the data maintained in it.
The customer inventory maintains records of all customers, their interactions with the
enterprise, any contracts established, and any other customer related- information,
required to support CRM and other processes.
Responsibilities of these processes include, but are not limited to:
· Identifying the inventory-relevant information requirements to be captured for customers
;
· Identifying, establishing and maintaining customer inventory repository facilities;
· Establishing and managing the customer inventory management and information
capture processes;
· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download customer data to and from the customer
inventory;
· Ensuring the customer inventory repository accurately captures and records all identified
customer details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the customer inventory
repository and associated costs, and reporting on the findings; and
· Identifying any technical driven shortcomings of the customer inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Product Offering Inventory

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Process Identifier: 1.1.1.1.11

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish, manage and administer the enterprise's product offering inventory, as
embodied in the Product Offering Inventory Database, and monitor and report on the
usage and access to the product offering inventory, and the quality of the data maintained
in it.

Extended Description
The purpose of the Manage Product Offering Inventory processes are twofold - establish,
manage and administer the enterprise's product offering inventory, as embodied in the
Product Offering Inventory Database, and monitor and report on the usage and access to
the product offering inventory, and the quality of the data maintained in it.
The product offering inventory maintains records of all product offerings, their interactions
with the enterprise, and any other product offering related- information, required to
support CRM and other processes.
The product offering inventory is also responsible for maintaining the association between
customers and purchased product offering instances, created as a result of the Order
Handling processes.
Responsibilities of these processes include, but are not limited to:
· Identifying the inventory-relevant information requirements to be captured for product
offerings ;
· Identifying, establishing and maintaining product offering inventory repository facilities;
· Establishing and managing the product offering inventory management and information
capture processes;
· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download product offering data to and from the
product offering inventory;
· Ensuring the product offering inventory repository accurately captures and records all
identified product offering details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the product offering inventory
repository and associated costs, and reporting on the findings; and
· Identifying any technical driven shortcomings of the product offering inventory
repository, and providing input to Resource Development & Management processes to
rectify these issues.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Sales Inventory

Process Identifier: 1.1.1.1.12

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish, manage and administer the enterprise's inventory of sales prospects, actual
sales, channel management and sales commissions, as embodied in the Sales Inventory
Database, and monitor and report on the usage and access to the sales inventory, and
the quality of the data maintained in it.

Extended Description
The purpose of the Manage Sales Inventory processes are twofold - establish, manage
and administer the enterprise's inventory of sales prospects, actual sales, channel
management and sales commissions, as embodied in the Sales Inventory Database, and
monitor and report on the usage and access to the sales inventory, and the quality of the
data maintained in it.
The sales inventory maintains records of all sales, sales prospects and sales leads, sales
channel activity, marketing campaign targets and performance, sales commissions and
any other sales related- information, required to support both the Support Selling and the
Selling processes.
The sales inventory is also responsible for maintaining the association between
customers and sales instances, created as a result of the Selling processes.
Responsibilities of these processes include, but are not limited to:
· Identifying and storing the inventory-relevant information requirements to be captured
for sales processes and sales commission management ;
· Identifying, establishing and maintaining sales inventory repository facilities;
· Establishing and managing the sales inventory management and information capture
processes;
· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download sales data to and from the sales
inventory;

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· Ensuring the sales inventory repository accurately captures and records all identified
sales details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the sales inventory repository
and associated costs, and reporting on the findings; and
· Identifying any technical driven shortcomings of the sales inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Bill Invoice Management

Process Identifier: 1.1.1.1.13

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all information, materials, systems and resources are available so that the Bill
Invoice Management processes can be completed without delay.

Extended Description
Not used for this process element.

Explanatory
The "Support Bill Invoicing Management"is responsible for the "lists of customers who are
eligible for receiving bills in electronic format", not responsible for list of customers
receiving bills, there is a difference.

Mandatory

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The purpose of the Support Bill Invoice Management processes is to make sure that
there is capability (for example, information, materials, systems and resources) so that
the Bill Invoice Management processes can operate effectively.

Where a commercial agreement has been established with a customer to present a billing
invoice in a particular customer specific format, these processes are responsible for
establishing and maintain the customer specific billing invoice formats, and any
interaction with specific customers to modify the format, and design and development of
the Service Provider’s invoicing process.

These processes maintain lists of customers who are eligible for receiving bills in
electronic format, and maintain the form of electronic format to be used on a customer
basis.

Optional
Examples are information needed to generate invoices like taxes, charges, prices, etc.,
information needed to deliver bills to customers such as address formats and post/zip
codes structures, systems needed to create bills, requests for provisioning of additional
resources where it has been identified that current levels will impact on timely bill
preparation.

Interactions
Not used for this process element.

Support Bill Payments & Receivables Management

Process Identifier: 1.1.1.1.14

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all information and systems are available so that the Bill Payments &
Receivables Management processes can be completed without delay.

Extended Description
Not used for this process element.

Explanatory
The payment processes should be established before operation.

Mandatory

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The purpose of the Support Bill Payments & Receivables Management processes is to
make sure that there is capability (for example, established collection channels,
information and systems) so that the Bill Payments & Receivables Management
processes can operate effectively. Examples are collection channels capable of
processing customer bill payments, information on payments done by customers,
systems needed to process the payments and make the customer bill account balance.
In addition these processes are responsible for establishing, managing and, if required,
operating the various payment processes that the Service Provider chooses to establish.

Optional
These processes undertake trend analysis on customer billing debts, alerting when pre-
determined thresholds are tended to be exceeded.

Interactions
Not used for this process element.

Support Bill Inquiry Handling

Process Identifier: 1.1.1.1.15

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all information, systems and resources are available so that the Bill Inquiry
Handling processes can be completed without delay.

Extended Description
The purpose of the Support Bill Inquiry Handling processes is to make sure that there is
capability (for example, information, systems and resources) so that the Bill Inquiry
Handling processes can operate effectively. Examples are information on how to respond
to current billing issues being raised by customers, systems needed to create customer
bill inquiry and complaint reports, requests for provisioning of additional resources where
it has been identified that current levels will impact on timely billing complaint handling.

These processes are responsible for managing billing policies associated with customer
billing dispute settlements.

These processes undertake trend analysis on billing queries and complaints.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Charging

Process Identifier: 1.1.1.1.16

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all information and systems are available so that the Charging processes can
be completed without delay.

Extended Description
The purpose of the Support Charging processes is to make sure that there is capability
(for example, information, systems and resources) so that the Charging processes can
operate effectively. Examples are information needed to calculate the value of the
service/product e.g. tariffs, price plans, accumulated usage, contracts, etc., information
needed to apply the discounts to product prices at an individual product level, information
needed to accumulate items for charging and information on how to manage the charging
relationships.
These processes undertake trend analysis on charging.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Support Manage Billing Events

Process Identifier: 1.1.1.1.17

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all information and systems are available so that the Manage Billing Events
processes can be completed without delay.

Extended Description
The purpose of the Support Manage Billing Events processes is to make sure that there
is capability (for example, information, systems and resources) so that the Manage Billing
Events processes can operate effectively. For example the billing event records to
process, the information needed to enrich the billing events (e.g. customer, product, or
other reference data, price), the schema to reformat the billing event records.
These processes undertake trend analysis on billing events management.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Manage Balance

Process Identifier: 1.1.1.1.18

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Ensure that all information and systems are available so that the Manage Balance
processes can be completed without delay.

Extended Description
The purpose of the Support Manage Balance processes is to make sure that there is
capability (for example, information, systems and resources) so that the Support Manage
Balance processes can operate effectively. For example policy defined to mange balance
(e.g. minimum allowable balance limit, balance expiration dates), account information
needed to operating the balance.
These processes undertake trend analysis on balance management.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.1.1 Support Customer Interface

Management

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Figure 2. Support Customer Interface Management decomposition into level 4 processes

Support Customer Interface Management

Process Identifier: 1.1.1.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all information, materials, systems and resources are available so that the
Customer Interface Management processes can operate effectively, when a contact with
a customer occurs.

Extended Description
The purpose of the Support Customer Interface Management processes is to ensure that
there is capability (for example, information, materials, systems and resource) so that the
Customer Interface Management processes can operate effectively when a contact with a
customer occurs. Examples are information on how to handle unusual requests based on
temporary situations, systems needed to accept and track customer contacts, requests
for the provisioning of additional resources where it has been identified that current levels
will impact on timely contact handling.
These processes are responsible for implementing generic and specific changes to
customer interfaces. This support could be in updating agent scripts, IVR
announcements, Web pages, etc. Customer Interface Support processes keep up to date
all information concerning customers.
These processes undertake trend analysis on customer contacts, e.g. type, frequency,
duration, outcome.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Ensure Customer Interface Capability

Process Identifier: 1.1.1.1.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that there is capability (for example, information, materials, systems and
resource) so that the Customer Interface Management processes can operate effectively
when a contact with a customer occurs. Examples are information on how to handle
unusual requests based on temporary situations, systems needed to accept and track
customer contacts, requests for the provisioning of additional resources where it has
been identified that current levels will impact on timely contact handling. These processes
are responsible for implementing generic and specific changes to customer interfaces.
This support could be in updating agent scripts, IVR announcements, Web pages, etc.
Customer Interface Support processes keep up to date all information concerning
customers.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Not used for this process element

Optional
Not used for this process element

Interactions
Not used for this process element

Undertake Customer Contacts Trend Analysis

Process Identifier: 1.1.1.1.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Undertake trend analysis on customer contacts, e.g. type, frequency, duration, outcome.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.1.1.1.2 Support Order Handling

Figure 3. Support Order Handling decomposition into level 4 processes

Support Order Handling

Process Identifier: 1.1.1.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that new and/or modified Order Handling related infrastructure is deployed
effectively, and to ensure that Order Handling processes can operate effectively.

Extended Description
The purpose of the Support Order Handling processes is twofold – to ensure that new
and/or modified Order Handling related infrastructure is deployed effectively, and to
ensure that Order Handling processes can operate effectively.

For the Order Handling processes the role of the Support Order Handling processes is to
make sure that there is sufficient process capacity and capability (for example
information, materials, systems and resources) so that the Order Handling processes can
operate effectively.Examples are information on how to process orders for specific
product offerings, information needed to carry out designs, materials needed to confirm
customer order requests, systems needed to validate product offering availability.

The responsibilities of these processes include, but are not limited to:

· forecasting at an operational level customer order handling volume requirements;

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· the capacity planning associated with the deployment of new and/or modified customer
order handling infrastructure;
· establishment and monitoring of organizational arrangements to support deployment
and operation of new and/or modified customer order handling infrastructure;
· creation, deployment, modification and/or upgrading of customer order handling
infrastructure deployment support tools (including Customer Inventory and Product Offer
Inventory) and processes for new and/or modified customer order handling infrastructure;
· authoring, reviewing and approving operational procedures developed by Marketing &
Offer Management processes prior to customer order handling infrastructure deployment;
· the testing and acceptance of new and/or modified customer order handling
infrastructure as part of the handover procedure from the Marketing & Offer Management
processes to Operations;
· detecting customer order handling infrastructure operational limitations and/or
deployment incompatibilities and providing requirements to address these aspects to
Marketing & Offer Management processes;
· co-ordination and roll-out, in accordance with approved plans, of the approved new
and/or modified customer order handling infrastructure;
· monitoring capacity utilization of deployed customer order handling infrastructure to
provide early detection of potential customer order handling infrastructure shortfalls;
· reconfiguration and re-arrangement of under-utilized deployed customer order handling
infrastructure;
· managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;
· reporting on deployed customer order handling infrastructure capacity;
· Tracking and monitoring of the customer order handling infrastructure deployment
processes and costs (including where customer order handling infrastructure is deployed
and managed by third parties),
· reporting on the capability of the customer order handling infrastructure deployment
processes; and
· establishing and managing customer order handling notification facilities and lists to
support the Order Handling notification and reporting processes
The processes undertake trend analysis on order handling, such as time taken to
complete a customer order, frequency and type of Order Handling process issues
involved, and cancelled orders.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Ensure Order Handling Capability

Process Identifier: 1.1.1.1.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that there is capability (for example, information, materials, systems and
resource) so that the Customer Interface Management processes can operate effectively
when a contact with a customer occurs. Examples are information on how to handle
unusual requests based on temporary situations, systems needed to accept and track
customer contacts, requests for the provisioning of additional resources where it has
been identified that current levels will impact on timely contact handling. These processes
are responsible for implementing generic and specific changes to customer interfaces.
This support could be in updating agent scripts, IVR announcements, Web pages, etc.
Customer Interface Support processes keep up to date all information concerning
customers.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Forecast Order Handling Requirements

Process Identifier: 1.1.1.1.2.3

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
forecasting at an operational level customer order handling volume requirements;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capacity Plan Order Handling Infrastructure

Process Identifier: 1.1.1.1.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
capacity planning associated with the deployment of new and/or modified customer order
handling infrastructure;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Order Handling Organizational Changes

Process Identifier: 1.1.1.1.2.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
establishment and monitoring of organizational arrangements to support deployment and
operation of new and/or modified customer order handling infrastructure;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Order Handling Infrastructure Deployment

Process Identifier: 1.1.1.1.2.6

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
creation, deployment, modification and/or upgrading of customer order handling
infrastructure deployment support tools (including Customer Inventory and Product Offer
Inventory) and processes for new and/or modified customer order handling infrastructure;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Approve Order Handling Procedues

Process Identifier: 1.1.1.1.2.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
authoring, reviewing and approving operational procedures developed by Marketing &
Offer Management processes prior to customer order handling infrastructure deployment;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Accept Order Handling Infrastructure

Process Identifier: 1.1.1.1.2.8

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
testing and acceptance of new and/or modified customer order handling infrastructure as
part of the handover procedure from the Marketing & Offer Management processes to
Operations;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Address Order Handling infrastructure Issues

Process Identifier: 1.1.1.1.2.9

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
detecting customer order handling infrastructure operational limitations and/or
deployment incompatibilities and providing requirements to address these aspects to
Marketing & Offer Management processes;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Roll-out Order Handling Infrastructure

Process Identifier: 1.1.1.1.2.10

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
co-ordination and roll-out, in accordance with approved plans, of the approved new
and/or modified customer order handling infrastructure;

Extended Description
Not used for this process element

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Detect Order Handling infrastructure Shortfalls

Process Identifier: 1.1.1.1.2.11

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
monitoring capacity utilization of deployed customer order handling infrastructure to
provide early detection of potential customer order handling infrastructure shortfalls;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Rebalance Order Handling Infrastructure Utilization

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Process Identifier: 1.1.1.1.2.12

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
reconfiguration and re-arrangement of under-utilized deployed customer order handling
infrastructure;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Remove Order Handling Infrastructure

Process Identifier: 1.1.1.1.2.13

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
managing recovery and/or removal of obsolete or unviable customer order handling
infrastructure;

Extended Description
Not used for this process element

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Order Handling Infrastructure Capacity

Process Identifier: 1.1.1.1.2.14

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
reporting on deployed customer order handling infrastructure capacity;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track Third-Party Order Handling Infrastructure Deployment

Process Identifier: 1.1.1.1.2.15

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Tracking and monitoring of the customer order handling infrastructure deployment
processes and costs (including where customer order handling infrastructure is deployed
and managed by third parties),

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Order Handling Infrastructure Deployment Process Capability

Process Identifier: 1.1.1.1.2.16

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
reporting on the capability of the customer order handling infrastructure deployment
processes; and

Extended Description
Not used for this process element

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Order Handling Notification

Process Identifier: 1.1.1.1.2.17

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
establishing and managing customer order handling notification facilities and lists to
support the Order Handling notification and reporting processes

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Undertake Order Handling Trend Analysis

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Process Identifier: 1.1.1.1.2.18

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Undertake trend analysis on order handling, such as time taken to complete a customer
order, frequency and type of Order Handling process issues involved, and cancelled
orders.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.1.3 Support Problem Handling

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Figure 4. Support Problem Handling decomposition into level 4 processes

Support Problem Handling

Process Identifier: 1.1.1.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assist Problem Handling processes by proactively undertaking statistically driven
preventative and scheduled purchased product offering maintenance activities and
monitoring, managing and reporting on the capability of the Problem Handling processes.

Extended Description
The responsibilities of the Support Problem Handling processes are twofold - assist
Problem Handling processes by proactively undertaking statistically driven preventative
and scheduled purchased product offering maintenance activities and monitoring,
managing and reporting on the capability of the Problem Handling processes.
These processes are responsible for ensuring that the purchased product offerings are
working effectively and efficiently.
Responsibilities of these processes include, but are not limited to:
· Extracting and analyzing, including undertaking trend analysis, historical and current
customer problem reports and performance reports to identify potential customer
purchased product offerings requiring proactive maintenance and/or replacement;
· Requesting scheduling of additional customer purchased product offering data collection
to assist in the analysis activity;
· Requesting scheduling of customer purchased product offering performance testing to
assist in analysis activity;
· Developing and managing customer purchased product offering proactive maintenance
programs;
· Requesting customer provisioning activity to prevent anticipated customer problems
associated with purchased product offerings identified in the analysis activities;
· Reporting outcomes of trend analysis to Market & Offer Management processes to
influence new and/or modified customer product offering development;
· Tracking and monitoring of the Problem Handling processes and associated costs
(including where customer infrastructure is deployed and managed by third parties), and
reporting on the capability of the Problem Handling processes; and
· Establishing and managing customer problem notification facilities and lists to support
the Problem Handling notification and reporting processes
These processes undertake trend analysis on problem handling.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Product Offering Operation

Process Identifier: 1.1.1.1.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the purchased product offerings are working effectively and efficiently.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Undertake Product Offering Trend Analysis

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Process Identifier: 1.1.1.1.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Extracting and analyzing, including undertaking trend analysis, historical and current
customer problem reports and performance reports to identify potential customer
purchased product offerings requiring proactive maintenance and/or replacement;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Request Product Offering Data Collection

Process Identifier: 1.1.1.1.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Requesting scheduling of additional customer purchased product offering data collection
to assist in the analysis activity;

Extended Description
Not used for this process element

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Request Product Offering Performance Testing

Process Identifier: 1.1.1.1.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Requesting scheduling of customer purchased product offering performance testing to
assist in analysis activity;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Product Offering Maintenenance Programs

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Process Identifier: 1.1.1.1.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Developing and managing customer purchased product offering proactive maintenance
programs;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Request Provisioning Intervention

Process Identifier: 1.1.1.1.3.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Requesting customer provisioning activity to prevent anticipated customer problems
associated with purchased product offerings identified in the analysis activities;

Extended Description
Not used for this process element

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Product Offering Trend Analysis

Process Identifier: 1.1.1.1.3.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Reporting outcomes of trend analysis to Market & Offer Management processes to
influence new and/or modified customer product offering development;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track Problem Handling Process Capability

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Process Identifier: 1.1.1.1.3.8

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Tracking and monitoring of the Problem Handling processes and associated costs
(including where customer infrastructure is deployed and managed by third parties), and
reporting on the capability of the Problem Handling processes; and

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Problem Handling Notification

Process Identifier: 1.1.1.1.3.9

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing and managing customer problem notification facilities and lists to support
the Problem Handling notification and reporting processes

Extended Description
Not used for this process element

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Undertake Problem Handling Trend Analysis

Process Identifier: 1.1.1.1.3.10

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes undertake trend analysis on problem handling.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.1.5 Support Retention & Loyalty

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Figure 5. Support Retention & Loyalty decomposition into level 4 processes

Support Retention & Loyalty

Process Identifier: 1.1.1.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all information, materials, systems and resources are available so that the
Retention & Loyalty processes can be completed without delay, when a request is
received from a customer

Extended Description
The purpose of the Support Retention & Loyalty processes is to make sure that there is
capability (for example, information, materials, systems and resources) so that the
Retention & Loyalty processes can operate effectively. Examples are information on
current requests for analysis and collection of customer profile information, materials
needed to analyze customer retention and loyalty information, systems needed to analyze
customer retention and loyalty information, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely retention
and loyalty information collection and delivery.
These processes undertake trend analysis on retention and loyalty, including customer
acquisitions and churn, and the effectiveness of loyalty schemes.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Retention & Loyalty Capability

Process Identifier: 1.1.1.1.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that there is capability (for example, information, materials, systems and
resources) so that the Retention & Loyalty processes can operate effectively. Examples
are information on current requests for analysis and collection of customer profile
information, materials needed to analyze customer retention and loyalty information,
systems needed to analyze customer retention and loyalty information, requests for the
provisioning of additional resources where it has been identified that current levels will
impact on timely retention and loyalty information collection and delivery.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Undertake Retention & Loyalty Trend Analysis

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Process Identifier: 1.1.1.1.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Undertake trend analysis on retention and loyalty, including customer acquisitions and
churn, and the effectiveness of loyalty schemes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.1.6 Support Marketing Fulfillment

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Figure 6. Support Marketing Fulfillment decomposition into level 4 processes

Support Marketing Fulfillment

Process Identifier: 1.1.1.1.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that there is capability to support the expected demand for the Marketing
Fulfillment Response processes so that they can operate effectively.

Extended Description
The purpose of the Support Marketing Fulfillment processes is to ensure that there is
capability (for example, information, materials, systems and resources) so that the
Marketing Fulfillment Response processes can operate effectively. These processes
monitor planned Product Launches and current Marketing Fulfillment activity, then
redistribute existing capability or enable new capability (people, facilities, infrastructure).
These processes undertake trend analysis on marketing, including problems occurring
and launch effectiveness.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Marketing Fulfillment Capability

Process Identifier: 1.1.1.1.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Ensure that there is capability (for example, information, materials, systems and
resources) so that the Marketing Fulfillment Response processes can operate effectively.
Monitor planned Product Launches and current Marketing Fulfillment activity, then
redistribute existing capability or enable new capability (people, facilities, infrastructure).

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Undertake Marketing Fulfillment Trend Analysis

Process Identifier: 1.1.1.1.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Undertake trend analysis on marketing, including problems occurring and launch
effectiveness.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.1.7 Support Selling

Figure 7. Support Selling decomposition into level 4 processes

Support Selling

Process Identifier: 1.1.1.1.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Administer and manage the operation of the various sales channels and to ensure that
there is capability (for example, information, materials, systems and resources) to support
the Selling processes.

Extended Description

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The purpose of the Support Selling processes is twofold - to administer and manage the
operation of the various sales channels and to ensure that there is capability (for
example, information, materials, systems and resources) to support the Selling processes
so that they can operate effectively.
These processes monitor current selling trends, and are responsible for the optimization
and/or redistribution of existing sales channel capability or for enabling new capability
(people, facilities, infrastructure). These processes undertake trend analysis on selling,
including problems, successes, profit and loss
Support Selling processes deal with the administration of the Selling processes and the
effectiveness of the channels to support new and existing products, as well as existing
and potential customers. The processes ensure the effectiveness of the sales staff and
channels both in terms of skill sets available, but also in terms of demand forecasting and
management of utilization. These processes are also responsible for the administration
and management of sales channel incentive, compensation and reward schemes, and for
assessing the performance and effectiveness of sales channels.
Other marketing processes, such as Manage Campaign and Product Marketing
Communications & Promotion, are responsible for determining the appropriate selling
route or channel, and the required selling method and mechanism for specific market
segments and channels, by product or product family, e.g., face-to-face contact,
telemarketing, etc. Support Selling processes are responsible for ensuring that the sales
channels are capable of implementing the required selling method and have the
necessary skills and capacity to support the anticipated volumes and type of product in
each market segment. These processes are responsible for providing feedback on the
performance and effectiveness information as required to other marketing processes.
Sales Channels managed by these processes include retail storefronts, e.g. a third-party
retailer or an enterprise's own storefront, various web sites or ISPs, B2B marketplaces or
direct relationships with external parties, distributors for that product family, account
teams, outbound calling teams, direct sales teams, etc.
The Support Selling processes are responsible for the collection and administration of
sales lead s and the associated probabilities, and for the distribution of leads to the
appropriate sales channels. Leads are collected from many processes both customer
facing processes and back-end processes. This process is responsible to ensure that
processes are operating to collect leads wherever they arise, for the management of
leads, and for the matching of the lead to the appropriate sales channel. These
processes are responsible for distributing the lead into the appropriate sales channel.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Ensure Selling Capability

Process Identifier: 1.1.1.1.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that there is capability (for example, information, materials, systems and
resources) to support the Selling processes so that they can operate effectively.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Sales Channels

Process Identifier: 1.1.1.1.7.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Optimization and/or redistribution of existing sales channel capability or for enabling new
capability (people, facilities, infrastructure). administration of the Selling processes and
the effectiveness of the channels to support new and existing products, as well as
existing and potential customers. The processes ensure the effectiveness of the sales
staff and channels both in terms of skill sets available, but also in terms of demand
forecasting and management of utilization. These processes are also responsible for the

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administration and management of sales channel incentive, compensation and reward

schemes, and for assessing the performance and effectiveness of sales channels. Other
marketing processes, such as Manage Campaign and Product Marketing
Communications & Promotion, are responsible for determining the appropriate selling
route or channel, and the required selling method and mechanism for specific market
segments and channels, by product or product family, e.g., face-to-face contact,
telemarketing, etc. Support Selling processes are responsible for ensuring that the sales
channels are capable of implementing the required selling method and have the
necessary skills and capacity to support the anticipated volumes and type of product in
each market segment. These processes are responsible for providing feedback on the
performance and effectiveness information as required to other marketing processes.
Sales Channels managed by these processes include retail storefronts, e.g. a third-party
retailer or an enterprise's own storefront, various web sites or ISPs, B2B marketplaces or
direct relationships with external parties, distributors for that product family, account
teams, outbound calling teams, direct sales teams, etc.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Sales Leads

Process Identifier: 1.1.1.1.7.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collection and administration of sales lead s and the associated probabilities, and for the
distribution of leads to the appropriate sales channels. Leads are collected from many
processes both customer facing processes and back-end processes. This process is
responsible to ensure that processes are operating to collect leads wherever they arise,
for the management of leads, and for the matching of the lead to the appropriate sales

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channel. These processes are responsible for distributing the lead into the appropriate
sales channel.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Undertake Selling Trend Analysis

Process Identifier: 1.1.1.1.7.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Undertake trend analysis on selling, including problems, successes, profit and loss.
Monitor current selling trends

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

1.1.1.1.8 Support Customer QoS/SLA

Figure 8. Support Customer QoS/SLA decomposition into level 4 processes

Support Customer QoS/SLA

Process Identifier: 1.1.1.1.8

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Support Customer QoS/SLA Management processes by proactively monitoring and
assessing the performance of purchased product offerings as a group against agreed
QoS/SLA parameters, and monitoring, managing and reporting on the capability of the
Customer QoS/SLA Management processes.

Extended Description
The responsibilities of the Support Customer QoS/SLA Management processes are
twofold - support Customer QoS/SLA Management processes by proactively monitoring
and assessing the performance of purchased product offerings as a group against agreed
QoS/SLA parameters, and monitoring, managing and reporting on the capability of the
Customer QoS/SLA Management processes.
Proactive management is undertaken using a range of performance parameters, whether
technical, time, economic or process related.

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The responsibilities of the processes include, but are not limited to:
· Undertaking proactive monitoring regimes of groups of similar purchased product
offerings as required to ensure ongoing performance within agreed parameters over
time;
· Developing and maintaining, in the product offering repository, acceptable and/or
commercially agreed performance threshold standards for purchased product offerings to
support the Customer QoS/SLA Management processes;
· Undertaking trend analysis, and producing reports, of the QoS performance of groups of
like purchased product offerings to identify any longer term deterioration;
· Monitoring and analyzing the purchased product offering performance analyses
produced by the Customer QoS/SLA Management processes to identify problems that
may be applicable to purchased product offerings as a whole;
· Aggregate analysis of QoS performance across groups of customers or aggregate
analysis of SLA types;
· Sourcing details relating to purchased product offerings performance and analysis from
the product offering inventory to assist in the development of trend analyses;
· Logging the results of the analysis into the product offering inventory repository;·
Establishing and managing facilities to inform customers of, and negotiate agreement for,
planned service outages;
· Tracking and monitoring of the Customer QoS/SLA Management processes and
associated costs, and reporting on the capability of the Customer QoS/SLA Management
processes;
· Establishing and managing customer notification facilities and lists to support the
Customer QoS/SLA Management notification and reporting processes; and
· Supporting the Support Customer QoS/SLA Management process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Customer QoS/SLA Capability

Process Identifier: 1.1.1.1.8.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Supporting the Support Customer QoS/SLA Management process.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Product Offerings

Process Identifier: 1.1.1.1.8.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Undertaking proactive monitoring regimes of groups of similar purchased product
offerings as required to ensure ongoing performance within agreed parameters over
time;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Maintain Product Offering Performance Threshold Standards

Process Identifier: 1.1.1.1.8.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Developing and maintaining, in the product offering repository, acceptable and/or
commercially agreed performance threshold standards for purchased product offerings to
support the Customer QoS/SLA Management processes;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitoring Product Offering Performance Analyses

Process Identifier: 1.1.1.1.8.4

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitoring and analyzing the purchased product offering performance analyses produced
by the Customer QoS/SLA Management processes to identify problems that may be
applicable to purchased product offerings as a whole;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Aggregate QoS Performance Analysis

Process Identifier: 1.1.1.1.8.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Aggregate analysis of QoS performance across groups of customers or aggregate
analysis of SLA types;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assist Trend Analysis Development

Process Identifier: 1.1.1.1.8.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Sourcing details relating to purchased product offerings performance and analysis from
the product offering inventory to assist in the development of trend analyses;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Log Product Offering Analysis Results

Process Identifier: 1.1.1.1.8.7

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Logging the results of the analysis into the product offering inventory repository

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Agree Service Outages

Process Identifier: 1.1.1.1.8.8

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing and managing facilities to inform customers of, and negotiate agreement for,
planned service outages;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track Customer QoS/SLA Management Process Capability

Process Identifier: 1.1.1.1.8.9

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Tracking and monitoring of the Customer QoS/SLA Management processes and
associated costs, and reporting on the capability of the Customer QoS/SLA Management
processes;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Customer QoS/SLA Management Notification

Process Identifier: 1.1.1.1.8.10

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing and managing customer notification facilities and lists to support the
Customer QoS/SLA Management notification and reporting processes;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Undertake QoS/SLA Performance Trend Analysis

Process Identifier: 1.1.1.1.8.11

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Undertake trend analysis, and producing reports, of the QoS performance of groups of
like purchased product offerings to identify any longer term deterioration;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.1.9 Manage Campaign

Figure 9. Manage Campaign decomposition into level 4 processes

Manage Campaign

Process Identifier: 1.1.1.1.9

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage individual marketing campaigns developed by Product Marketing
Communications & Promotion processes.

Extended Description
The purpose of the Manage Campaign processes is to manage individual Marketing
Campaigns developed by Product Marketing Communications & Promotion processes.
These processes monitor and undertake trend analysis on the effectiveness of the

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campaigns, make modifications and report results. Manage Campaign processes ensure
that Marketing Fulfillment Response is staffed, trained and equipped appropriately to
support the specific campaign, whether direct mail, TV ad, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Campaign Support

Process Identifier: 1.1.1.1.9.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that Marketing Fulfillment Response is staffed, trained and equipped appropriately
to support the specific campaign, whether direct mail, TV ad, etc

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Not used for this process element

Optional
Not used for this process element

Interactions

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Not used for this process element

Undertake Campaign Trend Analysis

Process Identifier: 1.1.1.1.9.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor and undertake trend analysis on the effectiveness of the campaigns

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Modify Campaign

Process Identifier: 1.1.1.1.9.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Modify campaign to improve on the effectiveness

Extended Description

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Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Campaign Effectiveness

Process Identifier: 1.1.1.1.9.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Report results on campaign effectivess.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.1.1.1.10 Manage Customer Inventory

Figure 10. Manage Customer Inventory decomposition into level 4 processes

Manage Customer Inventory

Process Identifier: 1.1.1.1.10

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish, manage and administer the enterprise's customer inventory, as embodied in
the Customer Inventory Database, and monitor and report on the usage and access to
the customer inventory, and the quality of the data maintained in it.

Extended Description
The purpose of the Manage Customer Inventory processes are twofold - establish,
manage and administer the enterprise's customer inventory, as embodied in the
Customer Inventory Database, and monitor and report on the usage and access to the
customer inventory, and the quality of the data maintained in it.
The customer inventory maintains records of all customers, their interactions with the
enterprise, any contracts established, and any other customer related- information,
required to support CRM and other processes.
Responsibilities of these processes include, but are not limited to:
· Identifying the inventory-relevant information requirements to be captured for customers
;
· Identifying, establishing and maintaining customer inventory repository facilities;
· Establishing and managing the customer inventory management and information
capture processes;
· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download customer data to and from the customer
inventory;

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· Ensuring the customer inventory repository accurately captures and records all identified
customer details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the customer inventory
repository and associated costs, and reporting on the findings; and
· Identifying any technical driven shortcomings of the customer inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Relevant Customer Inventory Information

Process Identifier: 1.1.1.1.10.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identifying the inventory-relevant information requirements to be captured for customers ;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Maintain Customer Inventory facilities

Process Identifier: 1.1.1.1.10.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identifying, establishing and maintaining customer inventory repository facilities;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Customer Inventory Capture

Process Identifier: 1.1.1.1.10.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Establishing and managing the customer inventory management and information capture
processes;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Control Customer Inventory Access

Process Identifier: 1.1.1.1.10.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing the registration and access control processes that enable processes to create,
modify, update, delete and/or download customer data to and from the customer
inventory;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Ensure Customer Inventory Data Quality

Process Identifier: 1.1.1.1.10.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensuring the customer inventory repository accurately captures and records all identified
customer details, through use of automated or manual audits. Monitoring and reporting on
the quality of the data maintained in the inventory. The customer inventory maintains
records of all customers, their interactions with the enterprise, any contracts established,
and any other customer related- information, required to support CRM and other
processes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Not used for this process element

Optional
Not used for this process element

Interactions
Not used for this process element

Track Customer Inventory Usage

Process Identifier: 1.1.1.1.10.6

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Tracking and monitoring of the usage of, and access to, the customer inventory repository
and associated costs, and reporting on the findings

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Customer Inventory Shortcomings

Process Identifier: 1.1.1.1.10.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identifying any technical driven shortcomings of the customer inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.1.11 Manage Product Offering

Inventory

Figure 11. Manage Product Offering Inventory decomposition into level 4 processes

Manage Product Offering Inventory

Process Identifier: 1.1.1.1.11

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Establish, manage and administer the enterprise's product offering inventory, as

embodied in the Product Offering Inventory Database, and monitor and report on the
usage and access to the product offering inventory, and the quality of the data maintained
in it.

Extended Description
The purpose of the Manage Product Offering Inventory processes are twofold - establish,
manage and administer the enterprise's product offering inventory, as embodied in the
Product Offering Inventory Database, and monitor and report on the usage and access to
the product offering inventory, and the quality of the data maintained in it.
The product offering inventory maintains records of all product offerings, their interactions
with the enterprise, and any other product offering related- information, required to
support CRM and other processes.
The product offering inventory is also responsible for maintaining the association between
customers and purchased product offering instances, created as a result of the Order
Handling processes.
Responsibilities of these processes include, but are not limited to:
· Identifying the inventory-relevant information requirements to be captured for product
offerings ;
· Identifying, establishing and maintaining product offering inventory repository facilities;
· Establishing and managing the product offering inventory management and information
capture processes;
· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download product offering data to and from the
product offering inventory;
· Ensuring the product offering inventory repository accurately captures and records all
identified product offering details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the product offering inventory
repository and associated costs, and reporting on the findings; and
· Identifying any technical driven shortcomings of the product offering inventory
repository, and providing input to Resource Development & Management processes to
rectify these issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Identify Relevant Product Offering Inventory Information

Process Identifier: 1.1.1.1.11.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identifying the inventory-relevant information requirements to be captured for product
offerings

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Maintain Product Offering Inventory facilities

Process Identifier: 1.1.1.1.11.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identifying, establishing and maintaining product offering inventory repository facilities;

Extended Description
Not used for this process element

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Product Offering Inventory Capture

Process Identifier: 1.1.1.1.11.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing and managing the product offering inventory management and information
capture processes;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Control Product Offering Inventory Access

Process Identifier: 1.1.1.1.11.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing the registration and access control processes that enable processes to create,
modify, update, delete and/or download product offering data to and from the product
offering inventory

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Product Offering Inventory Data Quality

Process Identifier: 1.1.1.1.11.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensuring the product offering inventory repository accurately captures and records all
identified product offering details, through use of automated or manual audits. Monitoring
and reporting on the quality of the data maintained in the inventory. The product offering
inventory maintains records of all product offerings, their interactions with the enterprise,
and any other product offering related- information, required to support CRM and other

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processes. The product offering inventory is also responsible for maintaining the
association between customers and purchased product offering instances, created as a
result of the Order Handling processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track Product Offering Inventory Usage

Process Identifier: 1.1.1.1.11.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Tracking and monitoring of the usage of, and access to, the product offering inventory
repository and associated costs, and reporting on the findings

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Identify Product Offering Inventory Shortcomings

Process Identifier: 1.1.1.1.11.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identifying any technical driven shortcomings of the product offering inventory repository,
and providing input to Resource Development & Management processes to rectify these
issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.1.12 Manage Sales Inventory

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Figure 12. Manage Sales Inventory decomposition into level 4 processes

Manage Sales Inventory

Process Identifier: 1.1.1.1.12

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish, manage and administer the enterprise's inventory of sales prospects, actual
sales, channel management and sales commissions, as embodied in the Sales Inventory
Database, and monitor and report on the usage and access to the sales inventory, and
the quality of the data maintained in it.

Extended Description
The purpose of the Manage Sales Inventory processes are twofold - establish, manage
and administer the enterprise's inventory of sales prospects, actual sales, channel
management and sales commissions, as embodied in the Sales Inventory Database, and
monitor and report on the usage and access to the sales inventory, and the quality of the
data maintained in it.
The sales inventory maintains records of all sales, sales prospects and sales leads, sales
channel activity, marketing campaign targets and performance, sales commissions and
any other sales related- information, required to support both the Support Selling and the
Selling processes.

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The sales inventory is also responsible for maintaining the association between
customers and sales instances, created as a result of the Selling processes.
Responsibilities of these processes include, but are not limited to:
· Identifying and storing the inventory-relevant information requirements to be captured
for sales processes and sales commission management ;
· Identifying, establishing and maintaining sales inventory repository facilities;
· Establishing and managing the sales inventory management and information capture
processes;
· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download sales data to and from the sales
inventory;
· Ensuring the sales inventory repository accurately captures and records all identified
sales details, through use of automated or manual audits;
· Tracking and monitoring of the usage of, and access to, the sales inventory repository
and associated costs, and reporting on the findings; and
· Identifying any technical driven shortcomings of the sales inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Relevant Sales Inventory Information

Process Identifier: 1.1.1.1.12.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identifying the inventory-relevant information requirements to be captured for customers ;

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Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Maintain Sales Inventory facilities

Process Identifier: 1.1.1.1.12.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identifying, establishing and maintaining sales inventory repository facilities;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Manage Sales Inventory Capture

Process Identifier: 1.1.1.1.12.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing and managing the sales inventory management and information capture
processes;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Control Sales Inventory Access

Process Identifier: 1.1.1.1.12.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing the registration and access control processes that enable processes to create,
modify, update, delete and/or download custsalesomer data to and from the sales
inventory;

Extended Description

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Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Sales Inventory Data Quality

Process Identifier: 1.1.1.1.12.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensuring the sales inventory repository accurately captures and records all identified
sales details, through use of automated or manual audits. Monitoring and reporting on
the quality of the data maintained in the inventory. The sales inventory maintains records
of all sales, sales prospects and sales leads, sales channel activity, marketing campaign
targets and performance, sales commissions and any other sales related- information,
required to support both the Support Selling and the Selling processes. The sales
inventory is also responsible for maintaining the association between customers and
sales instances, created as a result of the Selling processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Track Sales Inventory Usage

Process Identifier: 1.1.1.1.12.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Tracking and monitoring of the usage of, and access to, the sales inventory repository
and associated costs, and reporting on the findings

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Sales Inventory Shortcomings

Process Identifier: 1.1.1.1.12.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Identifying any technical driven shortcomings of the sales inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.1.13 Support Bill Invoice

Management

Figure 13. Support Bill Invoice Management decomposition into level 4 processes

Support Bill Invoice Management

Process Identifier: 1.1.1.1.13

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all information, materials, systems and resources are available so that the Bill
Invoice Management processes can be completed without delay.

Extended Description
Not used for this process element.

Explanatory
The "Support Bill Invoicing Management"is responsible for the "lists of customers who are
eligible for receiving bills in electronic format", not responsible for list of customers
receiving bills, there is a difference.

Mandatory
The purpose of the Support Bill Invoice Management processes is to make sure that
there is capability (for example, information, materials, systems and resources) so that
the Bill Invoice Management processes can operate effectively.

Where a commercial agreement has been established with a customer to present a billing
invoice in a particular customer specific format, these processes are responsible for
establishing and maintain the customer specific billing invoice formats, and any
interaction with specific customers to modify the format, and design and development of
the Service Provider’s invoicing process.

These processes maintain lists of customers who are eligible for receiving bills in
electronic format, and maintain the form of electronic format to be used on a customer
basis.

Optional
Examples are information needed to generate invoices like taxes, charges, prices, etc.,
information needed to deliver bills to customers such as address formats and post/zip
codes structures, systems needed to create bills, requests for provisioning of additional
resources where it has been identified that current levels will impact on timely bill
preparation.

Interactions
Not used for this process element.

Determine Bill Invoice Management Capability

Process Identifier: 1.1.1.1.13.1

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Make sure that there is capability so that the Bill Invoice Management processes can
operate effectively.

Extended Description
Not used for this process element.

Explanatory
Examples are information needed to generate invoices like taxes, charges, prices, etc.,
information needed to deliver bills to customers such as address formats and post/zip
codes structures, systems needed to create bills, requests for provisioning of additional
resources where it has been identified that current levels will impact on timely bill
preparation

Mandatory
The purpose of the Determine Bill Invoice Management Capability process is to make
sure that there is capability (for example, information, materials, systems and resources)
so that the Bill Invoice Management processes can operate effectively.

Optional
Not used for this process element

Interactions
Not used for this process element

Establish & Maintain Bill Invoice Format

Process Identifier: 1.1.1.1.13.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and maintain the customer bill invoice formats, and any interaction with specific
customers to modify the format.

Extended Description

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Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of the Establish & Maintain Bill Invoice Format process is to establish and
maintain the customer bill invoice formats to be used on a customer basis, and any
interaction with specific customers to modify the format, where a commercial agreement
has been established with a customer to present a billing invoice in a particular customer
specific format. The bill invoice format should comprise electronic form, paper from or etc.

Optional
Not used for this process element

Interactions
Not used for this process element

Maintain Bill Customers List

Process Identifier: 1.1.1.1.13.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Maintain lists of customers who are eligible for receiving bills.

Extended Description
Not used for this process element.

Explanatory
This process activity is used to maintain a list of customer. This is needed information for
Bill Invoice Management process to deliver bills to customers.

Mandatory
The Maintain Bill Customers List process is to maintain lists of customers who are eligible
for receiving bills. The multiple customer lists may exist for different usage, for example,
customer list for receiving electronic bills, customer list for receiving paper bills. The
process is responsible for adding a customer into the list and removing a customer from
the list and maintaining delivery addresses of customers in the list.

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Optional
Not used for this process element

Interactions
Not used for this process element

Define Billing Cycle

Process Identifier: 1.1.1.1.13.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the billing cycles and respective dates according to cash flow needs as
established by Financial Management processes.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of the Define Billing Cycle process is to define the billing cycles and
respective dates according to cash flow needs as established by Financial Management
processes.

Optional
Not used for this process element

Interactions
Not used for this process element

Analyze Billing Trend

Process Identifier: 1.1.1.1.13.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Undertake trend analysis on invoice generation, production and distribution issues.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Analyze Billing Trend process is to analyse trend on invoice generation,
production and distribution issues, including volume per billing cycle.

Optional
Not used for this process element

Interactions
These analysis results may be utilized to improve the operational efficiency of Bill Invoice
Management processes, reduce operational costs and enhance customer experience.

Design & Develop Invoicing Process

Process Identifier: 1.1.1.1.13.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Design and develop the Service Provider’s invoicing process.

Extended Description
Not used for this process element.

Explanatory
The billing invoice processes may include electronic/physical invoice format design,
electronic invoice distribution, physical invoice production and invoice distribution and etc.

Mandatory

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The purpose of Design & Develop Invoicing Process process is to design and develop the
invoicing process according to Service Provider’s requirements. Service Provider would
orchestrate the relevant processes to manage and control the bill invoice production and
distribution in efficiency.

Optional
Not used for this process element

Interactions
Service Provider would orchestrate the relevant processes to manage and control the bill
invoice production and distribution in efficiency.

1.1.1.1.14 Support Bill Payments &

Receivables Management

Figure 14. Support Bill Payments & Receivables Management decomposition into level 4 processes

Support Bill Payments & Receivables Management

Process Identifier: 1.1.1.1.14

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Ensure that all information and systems are available so that the Bill Payments &
Receivables Management processes can be completed without delay.

Extended Description
Not used for this process element.

Explanatory
The payment processes should be established before operation.

Mandatory
The purpose of the Support Bill Payments & Receivables Management processes is to
make sure that there is capability (for example, established collection channels,
information and systems) so that the Bill Payments & Receivables Management
processes can operate effectively. Examples are collection channels capable of
processing customer bill payments, information on payments done by customers,
systems needed to process the payments and make the customer bill account balance.
In addition these processes are responsible for establishing, managing and, if required,
operating the various payment processes that the Service Provider chooses to establish.

Optional
These processes undertake trend analysis on customer billing debts, alerting when pre-
determined thresholds are tended to be exceeded.

Interactions
Not used for this process element.

Determine Bill Payments & Receivables Management Capability

Process Identifier: 1.1.1.1.14.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Make sure that there is capability that the Bill Payments & Receivables Management
processes can operate effectively.

Extended Description
Not used for this process element.

Explanatory

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Examples are collection channels capable of processing customer bill payments,

information on payments done by customers, systems needed to process the payments
and make the customer bill account balance.

Mandatory
The purpose of Determine Bill Payments & Receivables Management Capability process
is to make sure that there is capability (for example, established collection channels,
information and systems) so that the Bill Payments & Receivables Management
processes can operate effectively.

Optional
Not used for this process element

Interactions
Not used for this process element

Analyze Customer Payment Trend

Process Identifier: 1.1.1.1.14.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyse trend on customer billing debts, alerting when pre-determined thresholds are
tended to be exceeded.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Analyze Customer Payment Trend process is to analyse trend on
customer billing debts, alerting when pre-determined thresholds are tended to be
exceeded.

Optional
Not used for this process element

Interactions

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The analysis results may be utilized to guide developing billing debt policies to reduce or
avoid loss of enterprise incomes.

Administer Customer Payment Processes

Process Identifier: 1.1.1.1.14.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish, manage and, if required, operate the various payment processes that the
Service Provider chooses to establish

Extended Description
Not used for this process element.

Explanatory
The process "Administer Customer Payment Processes" is to manage customer payment
processes, not to manage payment. The payment processes should be established
before operation. For example, business customers pay bills in different channel
comparing to personal customers. This is why this process is not under "Manage
Customer Payments".

Mandatory
The purpose of Administer Customer Payment Processes process is to establish,
manage and operate the payment processes chosen by Service Provider. The customer
payment processes may be according to the local policies (e.g. national law) and rules
decided by Service Provider. This process is also responsible for updating/revising the
payment processes on demand.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.1.15 Support Bill Inquiry Handling

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Figure 15. Support Bill Inquiry Handling decomposition into level 4 processes

Support Bill Inquiry Handling

Process Identifier: 1.1.1.1.15

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all information, systems and resources are available so that the Bill Inquiry
Handling processes can be completed without delay.

Extended Description
The purpose of the Support Bill Inquiry Handling processes is to make sure that there is
capability (for example, information, systems and resources) so that the Bill Inquiry
Handling processes can operate effectively. Examples are information on how to respond
to current billing issues being raised by customers, systems needed to create customer
bill inquiry and complaint reports, requests for provisioning of additional resources where
it has been identified that current levels will impact on timely billing complaint handling.

These processes are responsible for managing billing policies associated with customer
billing dispute settlements.

These processes undertake trend analysis on billing queries and complaints.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine Bill Inquiry Handling Capability

Process Identifier: 1.1.1.1.15.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Make sure that there is capability so that the Bill Inquiry Handling processes can operate
effectively.

Extended Description
Not used for this process element.

Explanatory
Examples are information on how to respond to current billing issues being raised by
customers, systems needed to create customer bill inquiry and complaint reports,
requests for provisioning of additional resources where it has been identified that current
levels will impact on timely billing complaint handling.

Mandatory
The purpose of the Determine Bill Inquiry Handling Capability processes is to make sure
that there is capability (for example, information, systems and resources) so that the Bill
Inquiry Handling processes can operate effectively.

Optional
Not used for this process element

Interactions
Not used for this process element

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Manage Billing Policy

Process Identifier: 1.1.1.1.15.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage billing policies associated with customer billing dispute settlements.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Manage Billing Policy process is to manage billing policies associated
with customer billing dispute settlements.The process is responsible for creating a new
billing policy, deleting and modifying an existing billing policy. It is also responsible for
associating the specific customer billing dispute to suitable billing policy to guide SP to
settle billing dispute.

Optional
Not used for this process element

Interactions
Not used for this process element

Analyze Bill Inquiry Trend

Process Identifier: 1.1.1.1.15.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Undertake trend analysis on billing queries and complaints.

Extended Description

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Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Analyze Bill Inquiry Trend process is to analyse trend on billing queries
and complaints.

Optional
Not used for this process element

Interactions
The analysis results may be utilized to guide SP to develop or adjust billing policy.

1.1.1.3 Marketing Fulfillment Response

Figure 16. Marketing Fulfillment Response decomposition into level 3 processes

Marketing Fulfillment Response

Process Identifier: 1.1.1.3

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Responsible for the issue and distribution of marketing collateral directly to a customer
and the subsequent tracking of resultant leads.

Extended Description
Marketing Fulfillment Response processes are responsible for the issue and distribution
of marketing collateral (i.e., coupon, premium, sample, toys, fliers, etc.) directly to a
customer and the subsequent tracking of resultant leads. These processes include
campaign management activities from lead generation to product and literature fulfillment,
and hand-off of leads to the selling processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Issue & Distribute Marketing Collaterals

Process Identifier: 1.1.1.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue and distribute marketing collateral (i.e., coupon, premium, sample, toys, fliers, etc.)
directly to a customer

Extended Description
The purpose of this process is to handle the issuing and distribution of marketing
collateral to customer, in line with marketing campaign needs. This can involve mailshots,
leafleting and displays at events, inserts in newspapers, television and other media
advertising and magazines, voice and text messaging to individuals, and so on. Where

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required, this process deals with customization of general campaign material for
individual regions or customer groups. Direct marketing and sales through shop
premises, in-store franchises, etc are also included, and this process also manages
distribution of marketing collaterals to such outlets

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track Leads

Process Identifier: 1.1.1.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track leads generated through marketing, or that arise in the course of business

Extended Description
The purpose of this process is to identify leads following on from marketing campaign
advertising, or those that arise otherwise in the course of business and are collected
here. Leads are tracked, evaluated and notified to other processes (e.g. Selling) for
further action.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

1.1.1.3.1 Issue & Distribute Marketing

Collaterals

Figure 17. Issue & Distribute Marketing Collaterals decomposition into level 4 processes

Handle Marketing Collateral Distributution

Process Identifier: 1.1.1.3.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
The purpose of this process is to handle the issuing and distribution of marketing
collateral to customer, in line with marketing campaign needs. This can involve mailshots,
leafleting and displays at events, inserts in newspapers, television and other media
advertising and magazines, voice and text messaging to individuals, and so on. Direct
marketing and sales through shop premises, in-store franchises, etc are also included,
and this process also manages distribution of marketing collaterals to such outlets

Extended Description
Not used for this process element

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Explanatory
This can involve mailshots, leafleting and displays at events, inserts in newspapers,
television and other media advertising and magazines, voice and text messaging to
individuals, and so on

Mandatory
issuing and distribution of marketing collateral to customer, in line with marketing
campaign needs

Optional
This can involve mailshots, leafleting and displays at events, inserts in newspapers,
television and other media advertising and magazines, voice and text messaging to
individuals, and so on

Interactions
Not used for this process element

Issue & Distribute Marketing Collaterals

Process Identifier: 1.1.1.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue and distribute marketing collateral (i.e., coupon, premium, sample, toys, fliers, etc.)
directly to a customer

Extended Description
The purpose of this process is to handle the issuing and distribution of marketing
collateral to customer, in line with marketing campaign needs. This can involve mailshots,
leafleting and displays at events, inserts in newspapers, television and other media
advertising and magazines, voice and text messaging to individuals, and so on. Where
required, this process deals with customization of general campaign material for
individual regions or customer groups. Direct marketing and sales through shop
premises, in-store franchises, etc are also included, and this process also manages
distribution of marketing collaterals to such outlets

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Customize Marketing Collateral

Process Identifier: 1.1.1.3.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where required, this process deals with customization of general campaign material for
individual regions or customer groups.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Not used for this process element

Optional
Where required, this process deals with customization of general campaign material for
individual regions or customer groups.

Interactions
Not used for this process element

1.1.1.3.2 Track Leads

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Figure 18. Track Leads decomposition into level 4 processes

Track Marketing Leads

Process Identifier: 1.1.1.3.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track leads following on from marketing campaign advertising, or those that arise
otherwise in the course of business and are collected here.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Track leads following on from marketing campaign advertising, or those that arise
otherwise in the course of business

Optional
Not used for this process element

Interactions

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following on from marketing campaign advertising, or that arise otherwise in the course
of business

Track Leads

Process Identifier: 1.1.1.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track leads generated through marketing, or that arise in the course of business

Extended Description
The purpose of this process is to identify leads following on from marketing campaign
advertising, or those that arise otherwise in the course of business and are collected
here. Leads are tracked, evaluated and notified to other processes (e.g. Selling) for
further action.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Evaluate Marketing Leads

Process Identifier: 1.1.1.3.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Evaluate and notify leads to other processes (e.g. Selling) for further action.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Evaluate and notify leads

Optional
Not used for this process element

Interactions
notify leads to other processes (e.g. Selling) for further action.

1.1.1.4 Selling

Figure 19. Selling decomposition into level 3 processes

Selling

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Process Identifier: 1.1.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Responsible for managing prospective customers, for qualifying and educating
customers, and matching customer expectations

Extended Description
Selling processes are responsible for managing prospective customers, for the
qualification and education of the customer and for matching customer expectations to
the enterprise’s products and services and ability to deliver. These processes also
manage the response to customer RFPs.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Prospect

Process Identifier: 1.1.1.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Match assigned leads with the most appropriate products and ensure that these
prospects are handled appropriately

Extended Description
The purpose of this process is to match assigned leads with the most appropriate
products and ensure that these prospects are handled appropriately. These prospects

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represent a “pipeline” of potential sales, each of which is expressed in terms of the

probability of successful sales closure and an estimate of the total attainable revenue.
The needs of each potential prospect are analyzed. Based on these needs, potential
solutions are identified from the service provider’s product portfolio. Each prospect is
tracked through these processes and the outcome (win or loss) of each prospect is
reported. Prospects are assigned to the appropriate sales channel.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Qualify Opportunity

Process Identifier: 1.1.1.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the opportunity is qualified in terms of any associated risk and the amount of
effort required to achieve a sale

Extended Description
The purpose of the Qualify Opportunity process is to ensure that the opportunity is
qualified in terms of any associated risk, and the amount of effort required (e.g. response
to a Request for Proposal [RFP]) to achieve a sale. The opportunity is explored with the
customer to ensure the offer meets the customer’s expectations, and to ensure that the
breadth of the customer requirement is understood. Extended interactions with the
customer may be required to achieve mutual understanding and agreement. The
opportunity may require the development of alternative solutions or customization to the
specific customer’s requirements. The Qualify Opportunity process is responsible for
assessing the size of the potential development and its risk. The resources, financing
and potential on-going customer commitment to the developed solution are all factors that
must be assessed. These processes also need to assess the strategic importance of the
opportunity, the potential for wider application, and the importance of the specific
customer to the enterprise. The solution alternatives must be available (e.g. capacity) or

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scheduled on a product roadmap

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Negotiate Sales/Contract

Process Identifier: 1.1.1.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close the sale with terms that are understood by the customer, and are mutually
agreeable to both the customer and the service provider.

Extended Description
The purpose of this process is to close the sale with terms that are understood by the
customer, and are mutually agreeable to both the customer and the service provider. This
process may involve obtaining customer agreement to standard terms and conditions.
The agreement process may require interaction with the customer to ensure that the
standard terms and conditions are understood by, and are acceptable to, the customer.
In some cases this process may involve the development of, and negotiation with the
customer of, non-standard terms and conditions associated with sales proposals
specifically developed to meet specific customer requirements. For complex sales
proposals associated with customer RFPs this process may extend over long time
periods and require extensive interaction with customers to achieve agreement. Aspects
of contract price determination may include issues of CPE prices from third party vendors,
allowances based on customer location, etc. For RFPs, many of the commercial terms
being sought may be developed or originated by the customer, and the negotiating team
may need to develop strategies to achieve acceptable commercial outcomes. .The sale
is concluded through negotiations and joint agreement on features, service levels, pricing
and discounts, resulting in a sign-off formal agreement/contract between the customer
and service provider. Depending upon specific circumstances, final agreement from the
Service Provider’s perspective may require escalation to, and agreement from, an

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appropriately delegated manager. The formal agreement could include zero or more
confirmed orders from the customer. These orders are then passed on as requests to
allow formal Customer Orders to be generated and processed...

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Sales Accounts

Process Identifier: 1.1.1.4.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the sales accounts assigned to the sales channel on a day-day basis

Extended Description
The purpose of the Manage Sales Accounts processes is to manage the sales accounts
assigned to the sales channel and/or sales manager on a day-day basis. These
processes are responsible for contacting the customers associated with each sales
account on a regular basis appropriate for the type of account, to develop the appropriate
relationships and contacts, to prospect for leads, to promote the enterprise’s product
offerings, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Acquire Customer Data (Deleted)

Process Identifier: 1.1.1.4.4 (This Process ID has been deliberately unused!)

Cross/Up Selling

Process Identifier: 1.1.1.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the value of the relationship between the customer and service provider is
maximized by selling additional, or more of the existing, products.

Extended Description
The purpose of this process is to ensure that the value of the relationship between the
customer and service provider is maximized by selling additional, or more of the existing,
products. The ongoing analysis of customer trends (e.g. usage, problems, complaints) is
used to identify when the current offerings may no longer be appropriate for the customer,
or when the opportunity for a larger sale arises. Based on the data collected, more
appropriate offerings should be recommended to the customer.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Develop Sales Proposal

Process Identifier: 1.1.1.4.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop a sales proposal to respond to the customer’s requirements

Extended Description
The purpose of this process is to develop a sales proposal to respond to the customer’s
requirements. This process commences following approval by the Qualify Customer
process. The development of a sales proposal may require the selection of a standard
product offering, may require the development of a non-standard offering, or may require
the creation of a project team to construct an offering in response to a customer’s
Request For Proposal. In all cases, the processes are responsible for ascertaining the
customer’s requirements, determining the ability of the enterprise to support the customer
requirements, and developing a proposal (or proposals) for the customer which meets the
stated requirements. These processes assess the extent of enterprise support required
to develop the sales proposal, marshal the necessary support across the enterprise and
administer the sales proposal development activity to ensure that any timing constraints
associated with eth customer requirements are achieved.
Note that development of a non-standard sales proposal or the response to a customer’s
RFP may require the development of unique solution designs. The development of
unique solutions, within the context of current deployed capabilities, uses the Design
Solutions process within Service Management & Operations to undertake the necessary
feasibility studies. Where current capabilities are not able to support customer’s
requirements, the Product & Offer Capability Delivery processes are invoked to undertake
any necessary assessment and business case development.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

1.1.1.4.1 Manage Prospect

Figure 20. Manage Prospect decomposition into level 4 processes

Analyze Prospect Needs

Process Identifier: 1.1.1.4.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze the needs of each potential prospect

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Analyze the needs of each potential prospect

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Optional
Not used for this process element

Interactions
Not used for this process element

Manage Prospect

Process Identifier: 1.1.1.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Match assigned leads with the most appropriate products and ensure that these
prospects are handled appropriately

Extended Description
The purpose of this process is to match assigned leads with the most appropriate
products and ensure that these prospects are handled appropriately. These prospects
represent a “pipeline” of potential sales, each of which is expressed in terms of the
probability of successful sales closure and an estimate of the total attainable revenue.
The needs of each potential prospect are analyzed. Based on these needs, potential
solutions are identified from the service provider’s product portfolio. Each prospect is
tracked through these processes and the outcome (win or loss) of each prospect is
reported. Prospects are assigned to the appropriate sales channel.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Potential Solutions

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Process Identifier: 1.1.1.4.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify potential solutions from the service provider’s product portfolio against prospect
needs.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Identify potential solutions from the service provider’s product portfolio against prospect
needs.

Optional
Not used for this process element

Interactions
Not used for this process element

Assign Prospect to Sales Channel

Process Identifier: 1.1.1.4.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assign prospects to the appropriate sales channel; The purpose is to match assigned
leads with the most appropriate products and ensure that these prospects are handled
appropriately.

Extended Description
Not used for this process element

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Explanatory
The purpose is to match assigned leads with the most appropriate products and ensure
that these prospects are handled appropriately.

Mandatory
Assign prospects to the appropriate sales channel

Optional
Not used for this process element

Interactions
Not used for this process element

Track & Report Prospect

Process Identifier: 1.1.1.4.1.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track each prospect through these processes and report the outcome (win or loss) of
each prospect. These prospects represent a “pipeline” of potential sales, each of which is
expressed in terms of the probability of successful sales closure and an estimate of the
total attainable revenue.

Extended Description
Not used for this process element

Explanatory
These prospects represent a “pipeline” of potential sales, each of which is expressed in
terms of the probability of successful sales closure and an estimate of the total attainable
revenue.

Mandatory
Track each prospect through these processes and report the outcome (win or loss) of
each prospect.

Optional
Not used for this process element

Interactions

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Not used for this process element

1.1.1.4.2 Qualify & Educate Customer

Figure 21. Qualify Opportunity decomposition into level 4 processes

Define Alternative/Customized Solutions

Process Identifier: 1.1.1.4.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop, as required, alternative solutions or customization to the specific customer’s
requirements. This focuses on the definition of these solutions at this stage, and not the
actual development of new cpaabilities (which may follow on)

Extended Description
Not used for this process element

Explanatory
This focuses on the definition of these solutions at this stage, and not the actual
development of new capabilities (which may follow on)

Mandatory

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Develop, as required, alternative solutions or customization to the specific customer’s

requirements.

Optional
Not used for this process element

Interactions
Not used for this process element

Qualify Opportunity

Process Identifier: 1.1.1.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the opportunity is qualified in terms of any associated risk and the amount of
effort required to achieve a sale

Extended Description
The purpose of the Qualify Opportunity process is to ensure that the opportunity is
qualified in terms of any associated risk, and the amount of effort required (e.g. response
to a Request for Proposal [RFP]) to achieve a sale. The opportunity is explored with the
customer to ensure the offer meets the customer’s expectations, and to ensure that the
breadth of the customer requirement is understood. Extended interactions with the
customer may be required to achieve mutual understanding and agreement. The
opportunity may require the development of alternative solutions or customization to the
specific customer’s requirements. The Qualify Opportunity process is responsible for
assessing the size of the potential development and its risk. The resources, financing
and potential on-going customer commitment to the developed solution are all factors that
must be assessed. These processes also need to assess the strategic importance of the
opportunity, the potential for wider application, and the importance of the specific
customer to the enterprise. The solution alternatives must be available (e.g. capacity) or
scheduled on a product roadmap

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Assess Potential Development & Risk

Process Identifier: 1.1.1.4.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assess the size of the potential development and its risk. The resources, financing and
potential on-going customer commitment to the developed solution are all factors that
must be assessed.

Extended Description
Not used for this process element

Explanatory
The resources, financing and potential on-going customer commitment to the developed
solution are all factors that must be assessed.

Mandatory
Assess the size of the potential development and its risk.

Optional
Not used for this process element

Interactions
Not used for this process element

Assess Strategic Impacts

Process Identifier: 1.1.1.4.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Assess the strategic importance of the opportunity, the potential for wider application, and
the importance of the specific customer to the enterprise. The solution alternatives must
be available (e.g. capacity) or scheduled on a product roadmap

Extended Description
Not used for this process element

Explanatory
The solution alternatives must be available (e.g. capacity) or scheduled on a product
roadmap

Mandatory
Assess the strategic importance of the opportunity, the potential for wider application, and
the importance of the specific customer to the enterprise.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.4.3 Negotiate Sales/Contract

Figure 22. Negotiate Sales/Contract decomposition into level 4 processes

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Negotiate Standard Terms & Conditions

Process Identifier: 1.1.1.4.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
For standard terms and conditions, interact as necessary with the customer to ensure that
the standard terms and conditions are understood by, and are acceptable to, the
customer.

Extended Description
Not used for this process element

Explanatory
For complex sales proposals associated with customer RFPs this process may extend
over long time periods and require extensive interaction with customers to achieve
agreement. Aspects of contract price determination may include issues of CPE prices
from third party vendors, allowances based on customer location, etc. For RFPs, many of
the commercial terms being sought may be developed or originated by the customer, and
the negotiating team may need to develop strategies to achieve acceptable commercial
outcomes. .The sale is concluded through negotiations and joint agreement on features,
service levels, pricing and discounts, resulting in a sign-off formal agreement/contract
between the customer and service provider.

Mandatory
For standard terms and conditions, interact as necessary with the customer to ensure that
the standard terms and conditions are understood by, and are acceptable to, the
customer.

Optional
Not used for this process element

Interactions
Not used for this process element

Negotiate Sales/Contract

Process Identifier: 1.1.1.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Close the sale with terms that are understood by the customer, and are mutually
agreeable to both the customer and the service provider.

Extended Description
The purpose of this process is to close the sale with terms that are understood by the
customer, and are mutually agreeable to both the customer and the service provider. This
process may involve obtaining customer agreement to standard terms and conditions.
The agreement process may require interaction with the customer to ensure that the
standard terms and conditions are understood by, and are acceptable to, the customer.
In some cases this process may involve the development of, and negotiation with the
customer of, non-standard terms and conditions associated with sales proposals
specifically developed to meet specific customer requirements. For complex sales
proposals associated with customer RFPs this process may extend over long time
periods and require extensive interaction with customers to achieve agreement. Aspects
of contract price determination may include issues of CPE prices from third party vendors,
allowances based on customer location, etc. For RFPs, many of the commercial terms
being sought may be developed or originated by the customer, and the negotiating team
may need to develop strategies to achieve acceptable commercial outcomes. .The sale
is concluded through negotiations and joint agreement on features, service levels, pricing
and discounts, resulting in a sign-off formal agreement/contract between the customer
and service provider. Depending upon specific circumstances, final agreement from the
Service Provider’s perspective may require escalation to, and agreement from, an
appropriately delegated manager. The formal agreement could include zero or more
confirmed orders from the customer. These orders are then passed on as requests to
allow formal Customer Orders to be generated and processed...

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop & Negotiate Non-standard Terms & Conditions

Process Identifier: 1.1.1.4.3.2

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and negotiate with the customer (where required) non-standard terms and
conditions associated with sales proposals specifically developed to meet specific
customer requirements. For complex sales proposals associated with customer RFPs
this process may extend over long time periods and require extensive interaction with
customers to achieve agreement. Aspects of contract price determination may include
issues of CPE prices from third party vendors, allowances based on customer location,
etc. For RFPs, many of the commercial terms being sought may be developed or
originated by the customer, and the negotiating team may need to develop strategies to
achieve acceptable commercial outcomes. .The sale is concluded through negotiations
and joint agreement on features, service levels, pricing and discounts, resulting in a sign-
off formal agreement/contract between the customer and service provider.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Develop and negotiate with the customer (where required) non-standard terms and
conditions associated with sales proposals specifically developed to meet specific
customer requirements.

Optional
Not used for this process element

Interactions
Not used for this process element

Obtain Customer Agreement

Process Identifier: 1.1.1.4.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
For either standard or non-standard terms and conditions, obtain final confirmation that
the agreed terms and conditions are understood by, and are acceptable to, the customer,

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and achieve sign-off. Depending upon specific circumstances, final agreement from the
Service Provider’s perspective may require escalation to, and agreement from, an
appropriately delegated manager. The formal agreement could include zero or more
confirmed orders from the customer. These orders are then passed on as requests to
allow formal Customer Orders to be generated and processed.

Extended Description
Not used for this process element

Explanatory
Depending upon specific circumstances, final agreement from the Service Provider’s
perspective may require escalation to, and agreement from, an appropriately delegated
manager. The formal agreement could include zero or more confirmed orders from the
customer. These orders are then passed on as requests to allow formal Customer
Orders to be generated and processed.

Mandatory
For either standard or non-standard terms and conditions, obtain final confirmation that
the agreed terms and conditions are understood by, and are acceptable to, the customer,
and achieve sign-off.

Optional
Not used for this process element

Interactions
Not used for this process element

Create Customer Order

Process Identifier: 1.1.1.4.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Responsible for creating standard and/or non-standard orders (in ITIL, "RFCs") for
handover to be fulfilled

Extended Description
Not used for this process element

Explanatory

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This process is responsible for creating standard orders (in ITIL, "RFC"s) for non -custom
orders and non-standard orders, for qualified custom agreements This process will also
interact with other processes for fulfilling the customer expectations.

Mandatory
Responsible for creating standard and/or non-standard orders (in ITIL, "RFCs") for
handover to be fulfilled

Optional
Not used for this process element

Interactions
This process will interact with other Fulfillment processes (particularly, Order Handling) to
carry out customer orders.

1.1.1.4.5 Cross/Up Selling

Figure 23. Cross/Up Selling decomposition into level 4 processes

Analyze Customer Trends

Process Identifier: 1.1.1.4.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Use ongoing analysis of customer trends (e.g. usage, problems, complaints) to identify
when the current offerings may no longer be appropriate for the customer, or when the
opportunity for a larger sale arises. The purpose is to ensure that the value of the
relationship between the customer and service provider is maximized by selling
additional, or more of the existing, products.

Extended Description
Not used for this process element

Explanatory
The purpose is to ensure that the value of the relationship between the customer and
service provider is maximized by selling additional, or more of the existing, products.

Mandatory
Use ongoing analysis of customer trends (e.g. usage, problems, complaints) to identify
when the current offerings may no longer be appropriate for the customer, or when the
opportunity for a larger sale arises.

Optional
Not used for this process element

Interactions
Not used for this process element

Cross/Up Selling

Process Identifier: 1.1.1.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the value of the relationship between the customer and service provider is
maximized by selling additional, or more of the existing, products.

Extended Description
The purpose of this process is to ensure that the value of the relationship between the
customer and service provider is maximized by selling additional, or more of the existing,
products. The ongoing analysis of customer trends (e.g. usage, problems, complaints) is
used to identify when the current offerings may no longer be appropriate for the customer,
or when the opportunity for a larger sale arises. Based on the data collected, more
appropriate offerings should be recommended to the customer.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Recommend Appropriate Offerings

Process Identifier: 1.1.1.4.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Based on the data collected, recommend more appropriate offerings to the customer.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Based on the data collected, recommend more appropriate offerings to the customer.

Optional
Not used for this process element

Interactions
Not used for this process element

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1.1.1.4.6 Develop Sales Proposal

Figure 24. Develop Sales Proposal decomposition into level 4 processes

Ascertain Customer Requirements

Process Identifier: 1.1.1.4.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ascertain the customer’s requirements. This process commences following approval by
the Qualify Customer process. The development of a sales proposal may require the
selection of a standard product offering, may require the development of a non-standard
offering, or may require the creation of a project team to construct an offering in response
to a customer’s Request For Proposal.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Ascertain the customer’s requirements. The development of a sales proposal may
require the selection of a standard product offering, may require the development of a
non-standard offering, or may require the creation of a project team to construct an

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offering in response to a customer’s Request For Proposal.

Optional
Not used for this process element

Interactions
This process commences following approval by the Qualify Customer process.

Develop Sales Proposal

Process Identifier: 1.1.1.4.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop a sales proposal to respond to the customer’s requirements

Extended Description
The purpose of this process is to develop a sales proposal to respond to the customer’s
requirements. This process commences following approval by the Qualify Customer
process. The development of a sales proposal may require the selection of a standard
product offering, may require the development of a non-standard offering, or may require
the creation of a project team to construct an offering in response to a customer’s
Request For Proposal. In all cases, the processes are responsible for ascertaining the
customer’s requirements, determining the ability of the enterprise to support the customer
requirements, and developing a proposal (or proposals) for the customer which meets the
stated requirements. These processes assess the extent of enterprise support required
to develop the sales proposal, marshal the necessary support across the enterprise and
administer the sales proposal development activity to ensure that any timing constraints
associated with eth customer requirements are achieved.
Note that development of a non-standard sales proposal or the response to a customer’s
RFP may require the development of unique solution designs. The development of
unique solutions, within the context of current deployed capabilities, uses the Design
Solutions process within Service Management & Operations to undertake the necessary
feasibility studies. Where current capabilities are not able to support customer’s
requirements, the Product & Offer Capability Delivery processes are invoked to undertake
any necessary assessment and business case development.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine Support for Customer Requirements

Process Identifier: 1.1.1.4.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Determine the ability of the enterprise to support the customer requirements. These
processes assess the extent of enterprise support required to develop the sales proposal,
marshal the necessary support across the enterprise and administer the sales proposal
development activity to ensure that any timing constraints associated with eth customer
requirements are achieved.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Determine the ability of the enterprise to support the customer requirements. These
processes assess the extent of enterprise support required to develop the sales proposal,
marshal the necessary support across the enterprise and administer the sales proposal
development activity to ensure that any timing constraints associated with eth customer
requirements are achieved.

Optional
Not used for this process element

Interactions
Not used for this process element

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Develop Proposal against Customer Requirements

Process Identifier: 1.1.1.4.6.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop a proposal (or proposals) for the customer which meets the stated requirements.
The development of a sales proposal may require the selection of a standard product
offering, may require the development of a non-standard offering, or may require the
creation of a project team to construct an offering in response to a customer’s Request
For Proposal. Note that development of a non-standard sales proposal or the response to
a customer’s RFP may require the development of unique solution designs. The
development of unique solutions, within the context of current deployed capabilities, uses
the Design Solutions process within Service Management & Operations to undertake the
necessary feasibility studies. Where current capabilities are not able to support
customer’s requirements, the Product & Offer Capability Delivery processes are invoked
to undertake any necessary assessment and business case development.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Develop a proposal (or proposals) for the customer which meets the stated requirements.
The development of a sales proposal may require the selection of a standard product
offering, may require the development of a non-standard offering, or may require the
creation of a project team to construct an offering in response to a customer’s Request
For Proposal. Note that development of a non-standard sales proposal or the response to
a customer’s RFP may require the development of unique solution designs. The
development of unique solutions, within the context of current deployed capabilities, uses
the Design Solutions process within Service Management & Operations to undertake the
necessary feasibility studies. Where current capabilities are not able to support
customer’s requirements, the Product & Offer Capability Delivery processes are invoked
to undertake any necessary assessment and business case development.

Optional
Not used for this process element

Interactions
Not used for this process element

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1.1.1.4.7 Manage Sales Accounts

Figure 25. Manage Sales Accounts decomposition into level 4 processes

Contact Customer (on regular basis)

Process Identifier: 1.1.1.4.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Contact the customers associated with each sales account on a regular basis appropriate
for the type of account. The purpose is to manage the sales accounts assigned to the
sales channel and/or sales manager on a day-day basis.

Extended Description
Not used for this process element

Explanatory
The purpose is to manage the sales accounts assigned to the sales channel and/or sales
manager on a day-day basis.

Mandatory
Contact the customers associated with each sales account on a regular basis appropriate
for the type of account.

Optional

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Not used for this process element

Interactions
Not used for this process element

Manage Sales Accounts

Process Identifier: 1.1.1.4.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the sales accounts assigned to the sales channel on a day-day basis

Extended Description
The purpose of the Manage Sales Accounts processes is to manage the sales accounts
assigned to the sales channel and/or sales manager on a day-day basis. These
processes are responsible for contacting the customers associated with each sales
account on a regular basis appropriate for the type of account, to develop the appropriate
relationships and contacts, to prospect for leads, to promote the enterprise’s product
offerings, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Contacts & Leads

Process Identifier: 1.1.1.4.7.2

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop the appropriate relationships and contacts, prospect for leads, promote the
enterprise’s product offerings, etc.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Develop the appropriate relationships and contacts, prospect for leads, promote the
enterprise’s product offerings, etc.

Optional
Not used for this process element

Interactions
Not used for this process element

Update Sales Repository

Process Identifier: 1.1.1.4.7.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Responsible for managing and updating sales repository / inventory

Extended Description
Not used for this process element

Explanatory
This process is reponsible for getting customer configuration information and KPIs. This
process will also update selling information into repository

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Mandatory
Manage and update sales repository

Optional
Reserved for future use.

Interactions
This process will interact with ITIL and non-ITIL application for getting and updating sale
configurations.

1.1.1.5 Order Handling

Figure 26. Order Handling decomposition into level 3 processes

Order Handling

Process Identifier: 1.1.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Responsible for accepting and issuing orders.

Extended Description
Order Handling processes are responsible for accepting and issuing orders. They deal
with pre-order feasibility determination, credit authorization, order issuance, order status
and tracking, customer update on order activities and customer notification on order
completion. Responsibilities of the Order Handling processes include, but are not limited
to:
· Issuing new customer orders, modifying open customer orders or canceling open
customer orders;
· Verifying whether specific non-standard offerings sought by customers are feasible and
supportable;
· Checking the credit worthiness of customers as part of the customer order process;
· Testing the completed offering to ensure it is working correctly;
· Updating of the Customer Inventory Database to reflect that the specific product offering
has been allocated, modified or cancelled;
· Assigning and tracking customer provisioning activities;
· Managing customer provisioning jeopardy conditions; and
· Reporting progress on customer orders to customer and other processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine Customer Order Feasibility

Process Identifier: 1.1.1.5.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Check the availability and/or the feasibility of providing and supporting standard and
customized product offerings where specified to a customer.

Extended Description
The purpose of the Determine Customer Order Feasibility process is to check the
availability and/or the feasibility of providing and supporting standard and customized
product offerings where specified as part of the standard product offering process flow, to
a customer.

These processes invoke requests to SM&O provisioning processes to determine the

availability and supportability of product offerings to a customer.

These processes are also responsible for determining whether the offering can be
supported by other CRM processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Authorize Credit

Process Identifier: 1.1.1.5.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assess a customer's credit worthiness in support of managing customer risk and
company exposure to bad debt

Extended Description
The purpose of the Authorize Credit processes is to assess a customer’s credit
worthiness in support of managing customer risk and company exposure to bad debt.
This process is responsible for initiating customer credit checks and for authorizing credit

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and credit terms in accordance with established enterprise risk and policy guidelines

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Receive PO & Issue Orders (Deleted)

Process Identifier: 1.1.1.5.3 (This Process ID has been deliberately unused!)

Track & Manage Customer Order Handling

Process Identifier: 1.1.1.5.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure customer provisioning activities are assigned, managed and tracked efficiently to
meet the agreed committed availability date

Extended Description
The objective of the Track & Manage Customer Order Handling processes is to ensure
customer provisioning activities are assigned, managed and tracked efficiently to meet
the agreed committed availability date.
Responsibilities of these processes include, but are not limited to:
· Scheduling, assigning and coordinating customer provisioning related activities;
· Generating the respective service order creation request(s) to Issue Service Orders
based on specific customer orders;
· Escalating status of customer orders in accordance with local policy;
· Undertaking necessary tracking of the execution process;

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· Adding additional information to an existing customer order;

· Modifying information in an existing customer order;
· Modifying the customer order status;
· Canceling a customer order when the initiating sales request is cancelled;
· Monitoring the jeopardy status of customer orders, and escalating customer orders as
necessary; and
· Indicating completion of a customer order by modifying the customer order status.
Note that some specific product components may be delivered directly by
suppliers/partners. In these cases the Track & Manage Customer Order Handling
process is responsible for initiating requests, through S/P Requisition Management for the
delivery by the supplier/partner of the specific product components.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Complete Customer Order

Process Identifier: 1.1.1.5.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage customer information and interactions after customer contracts or associated
service orders have been finalized and during the order completion phase

Extended Description
The purpose of the Complete Customer Order processes is to manage customer
information and interactions after customer contracts or associated service orders have
been finalized and during the order completion phase. The customer may participate in
commissioning or end-to-end testing and then satisfactory delivery. The customer is
trained in the functionality and benefits of the solution. These processes are responsible
for ensuring that any customer information required by other CRM processes is updated

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as part of the customer order completion.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Issue Customer Orders

Process Identifier: 1.1.1.5.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue correct and complete customer orders

Extended Description
The purpose of the Issue Customer Orders processes is to issue correct and complete
customer orders. These processes ensure that all necessary information about the
Customer Order (for example, type of product, install address, special requirements, etc.)
is available. The customer orders may be required to satisfy pertinent customer requests
from the Selling processes (in particular taking into account the purchase order from
Negotiate Sales), may arise as a result of requests for customer provisioning activity to
satisfy customer problem restoration activities, may arise to alleviate customer
performance issues. These processes assess the information contained in the customer
order relating to the sales request or initiating customer process request to determine the
associated customer orders that need to be issued. The issued customer order may
require a feasibility assessment, may require new provisioning activities, may require a
change to a previously issued customer order, or may require cancellation of a previously
initiated customer order. The customer order may also relate to the cancellation of
previously purchased specific services. Where, the initiating request for a purchased
product offering has a standard customer order this process is responsible for issuing the
customer order, and for creating a record of the relevant initiating sales request and the
associated customer order. Where the initiating request for a purchased product offering
has special or unusual requirements, and a specific feasibility assessment has been
previously undertaken, this process is responsible for issuing the customer order, and for
creating a record of the relevant initiating request information and the associated

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customer order. Where the initiating request for a purchased product offering has special
or unusual requirements, and a specific feasibility assessment has not been previously
undertaken, this process marks the issued customer order as requiring special handling,
and passes management for further processing to the Track & Manage Customer Order
Handling process. The orchestration, if required, and tracking of the customer order
progress is the responsibility of the Track & Manage Customer Order Handling
processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Customer Order Handling

Process Identifier: 1.1.1.5.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of customer orders, provide notifications of any changes and provide
management reports.

Extended Description
The objective of the Report Customer Order Handling processes is to monitor the status
of customer orders, provide notifications of any changes and provide management
reports. These processes are responsible for continuously monitoring the status of
customer orders and managing notifications to processes and other parties registered to
receive notifications of any status changes. Notification lists are managed and maintained
by the Support Order Handling processes.These processes record, analyze and assess
the customer order status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Order Handling process.
These specialized summaries could be specific reports required by specific customers.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close Customer Order

Process Identifier: 1.1.1.5.8

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a customer order when the customer provisioning activities have been completed.
Monitor the status of all open customer orders, and recognize that a customer order is
ready to be closed when the status is changed to completed.

Extended Description
The objective of the Close Customer Order processes is to close a customer order when
the customer provisioning activities have been completed. These processes monitor the
status of all open customer orders, and recognize that a customer order is ready to be
closed when the status is changed to completed.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.1.1.5.1 Determine Customer Order

Feasibility

Figure 27. Determine Customer Order Feasibility decomposition into level 4 processes

Perform Impact Analysis

Process Identifier: 1.1.1.5.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyses the customer order for further impact particularly deals with RFCs (request for
change)

Extended Description
Not used for this process element

Explanatory
This process is used to determine the impact on feasibility of customer orders. After
determination on feasibility of customer orders, impact analysis will detect the need of

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change. It determine the impact on customer solution service components.

Mandatory
Analyses the customer order for further impact particularly deals with RFCs (request for
change)

Optional
Not used for this process element

Interactions
This process supports the ITIL change management process.

Determine Customer Order Feasibility

Process Identifier: 1.1.1.5.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Check the availability and/or the feasibility of providing and supporting standard and
customized product offerings where specified to a customer.

Extended Description
The purpose of the Determine Customer Order Feasibility process is to check the
availability and/or the feasibility of providing and supporting standard and customized
product offerings where specified as part of the standard product offering process flow, to
a customer.

These processes invoke requests to SM&O provisioning processes to determine the

availability and supportability of product offerings to a customer.

These processes are also responsible for determining whether the offering can be
supported by other CRM processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.5.4 Track & Manage Customer Order

Handling

Figure 28. Track & Manage Customer Order Handling decomposition into level 4 processes

Manage Customer Order

Process Identifier: 1.1.1.5.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Schedule, assign and coordinate customer provisioning related activities. Generate the
respective service order creation request(s) to Issue Service Orders based on specific
customer orders. Escalate status of customer orders in accordance with local policy.
Add additional information to an existing customer order. Modify information in an
existing customer order. Cancel a customer order when the initiating sales request is
cancelled. If some specific product components are delivered directly by
suppliers/partners, initiate requests, through S/P Requisition Management, for the

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delivery by the supplier/partner of the specific product components.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track & Manage Customer Order Handling

Process Identifier: 1.1.1.5.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure customer provisioning activities are assigned, managed and tracked efficiently to
meet the agreed committed availability date

Extended Description
The objective of the Track & Manage Customer Order Handling processes is to ensure
customer provisioning activities are assigned, managed and tracked efficiently to meet
the agreed committed availability date.
Responsibilities of these processes include, but are not limited to:
· Scheduling, assigning and coordinating customer provisioning related activities;
· Generating the respective service order creation request(s) to Issue Service Orders
based on specific customer orders;
· Escalating status of customer orders in accordance with local policy;
· Undertaking necessary tracking of the execution process;
· Adding additional information to an existing customer order;
· Modifying information in an existing customer order;

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· Modifying the customer order status;

· Canceling a customer order when the initiating sales request is cancelled;
· Monitoring the jeopardy status of customer orders, and escalating customer orders as
necessary; and
· Indicating completion of a customer order by modifying the customer order status.
Note that some specific product components may be delivered directly by
suppliers/partners. In these cases the Track & Manage Customer Order Handling
process is responsible for initiating requests, through S/P Requisition Management for the
delivery by the supplier/partner of the specific product components.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track Customer Order

Process Identifier: 1.1.1.5.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Undertake necessary tracking of the execution process. Modify the customer order
status. Monitor the jeopardy status of customer orders, escalating customer orders as
necessary.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Update Order Repository

Process Identifier: 1.1.1.5.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
To be added

Extended Description
Not used for this process element

Explanatory
Update repository at each level in order handling. The state of order will be changed at
each level according to work flow:
- All those issued customer order which are not preauthorized are set in ‘pending’ state
- Validate order will passed to ‘acknowledged’ state (if invalid, order gets ‘rejected’)
- Feasible order (completing the impact analysis) will be ‘committed’ in case order is not
‘cancelled’ (leads to cancelled state) (if infeasible , order gets ‘rejected’)
- As the order progress for completion will set to ‘completed’ (in case not cancelled)
- The 3 terminal states: completed, cancelled and rejected will finally leads to ‘closed
customer order’

Mandatory
Create, update and delete order information and update order state into order inventory/
repository

Optional
Not used for this process element

Interactions

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This process will directly interact with the repository, in order to update the order
state/status information.

1.1.1.5.6 Issue Customer Orders

Figure 29. Issue Customer Orders decomposition into level 4 processes

Issue Customer Orders

Process Identifier: 1.1.1.5.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue correct and complete customer orders

Extended Description
The purpose of the Issue Customer Orders processes is to issue correct and complete
customer orders. These processes ensure that all necessary information about the
Customer Order (for example, type of product, install address, special requirements, etc.)
is available. The customer orders may be required to satisfy pertinent customer requests
from the Selling processes (in particular taking into account the purchase order from
Negotiate Sales), may arise as a result of requests for customer provisioning activity to
satisfy customer problem restoration activities, may arise to alleviate customer
performance issues. These processes assess the information contained in the customer

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order relating to the sales request or initiating customer process request to determine the
associated customer orders that need to be issued. The issued customer order may
require a feasibility assessment, may require new provisioning activities, may require a
change to a previously issued customer order, or may require cancellation of a previously
initiated customer order. The customer order may also relate to the cancellation of
previously purchased specific services. Where, the initiating request for a purchased
product offering has a standard customer order this process is responsible for issuing the
customer order, and for creating a record of the relevant initiating sales request and the
associated customer order. Where the initiating request for a purchased product offering
has special or unusual requirements, and a specific feasibility assessment has been
previously undertaken, this process is responsible for issuing the customer order, and for
creating a record of the relevant initiating request information and the associated
customer order. Where the initiating request for a purchased product offering has special
or unusual requirements, and a specific feasibility assessment has not been previously
undertaken, this process marks the issued customer order as requiring special handling,
and passes management for further processing to the Track & Manage Customer Order
Handling process. The orchestration, if required, and tracking of the customer order
progress is the responsibility of the Track & Manage Customer Order Handling
processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess Customer Order

Process Identifier: 1.1.1.5.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assess the information contained in the customer order relating to the sales request or
initiating customer process request to determine the associated customer orders that
need to be issued. The issued customer order may require a feasibility assessment, may
require new provisioning activities, may require a change to a previously issued customer
order, or may require cancellation of a previously initiated customer order. The customer

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order may also relate to the cancellation of previously purchased specific services.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Issue Customer Order

Process Identifier: 1.1.1.5.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue a customer order, creating a record of the relevant initiating sales request and the
associated customer order. Where the initiating request for a purchased product offering
has special or unusual requirements, if a specific feasibility assessment has been
previously undertaken, create a record of the relevant initiating request information. If a
specific feasibility assessment has not been previously undertaken, mark the issued
customer order as requiring special handling.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.5.7 Report Customer Order Handling

Figure 30. Report Customer Order Handling decomposition into level 4 processes

Report Customer Order Handling

Process Identifier: 1.1.1.5.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of customer orders, provide notifications of any changes and provide
management reports.

Extended Description
The objective of the Report Customer Order Handling processes is to monitor the status
of customer orders, provide notifications of any changes and provide management
reports. These processes are responsible for continuously monitoring the status of

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customer orders and managing notifications to processes and other parties registered to
receive notifications of any status changes. Notification lists are managed and maintained
by the Support Order Handling processes.These processes record, analyze and assess
the customer order status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Order Handling process.
These specialized summaries could be specific reports required by specific customers.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Customer Order Status

Process Identifier: 1.1.1.5.7.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Continuously monitor the status of customer orders.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Manage Customer Order Status Notification

Process Identifier: 1.1.1.5.7.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage notifications to processes and other parties registered to receive notifications of
any status changes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Customer Order Status

Process Identifier: 1.1.1.5.7.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Record, analyze and assess the customer order status changes to provide management
reports and any specialized summaries of the efficiency and effectiveness of the overall

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Order Handling process, including specific reports required by specific customers.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.6 Problem Handling

Figure 31. Problem Handling decomposition into level 3 processes

Problem Handling

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Process Identifier: 1.1.1.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Responsible for receiving trouble reports from customers, resolving them to the
customer’s satisfaction and providing meaningful status on repair and/or restoration
activity to the customer.

Extended Description
Problem Handling processes are responsible for the management of problems reported
by customers and associated with purchased product offerings. The objective of these
processes is to receive reports from customers, resolving them to the customer’s
satisfaction and providing meaningful status on repair and/or recovery activity to the
customer. They are also responsible for customer contact and support in relation to any
customer-affecting problems detected by other processes or through analysis, including
proactively informing the customer and resolving these specific problems to the
customer’s satisfaction.

Responsibilities of the Problem Handling processes include, but are not limited to:
· Capturing, analyzing, managing and reporting on customer reported problems
associated with purchased product offerings;
· Initiating and managing customer problem reports;
· Correcting customer problems;
· Reporting progress on customer problem reports to customer and other processes;
· Assigning & tracking customer problem recovery activities; and
· Managing customer problem jeopardy conditions.
Problem Handling processes perform analysis, decide on the appropriate
actions/responses and carry them out with the intent of restoring normal operation on
specific purchased product offerings.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Isolate Customer Problem

Process Identifier: 1.1.1.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify the root cause of the customer problem.

Extended Description
The purpose of the Isolate Customer Problem processes is to identify the root cause of
the customer problem. The responsibilities of these processes include, but are not limited
to:
· Verifying whether the customer is using the purchased product offering correctly; and
· Performing diagnostics based on the customer provided information to determine
whether the root cause of the customer problem is linked to the underlying services.
The Isolate Customer Problem processes will make the results of the root cause analysis
available to other processes. The Isolate Customer Problem processes will update open
customer problem report, as required during the assessment, and when the root cause
has been identified.
The Isolate Customer Problem processes will notify the Track & Manage Customer
Problem processes when the analysis is complete.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Customer Problem

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Process Identifier: 1.1.1.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of customer problem reports, provide notifications of any changes and
provide management reports. This includes customer problems caused by security
events.

Extended Description
The objective of the Report Customer Problem processes is to monitor the status of
customer problem reports, provide notifications of any changes and provide management
reports. These processes are responsible for continuously monitoring the status of
customer problem reports and managing notifications to processes and other parties
registered to receive notifications of any status changes. Notification lists are managed
and maintained by the Support Problem Handling processes.These processes record,
analyze and assess the customer problem report status changes to provide management
reports and any specialized summaries of the efficiency and effectiveness of the overall
Problem Handling process. These specialized summaries could be creation of specific
reports required by customers and/or other specific audiences. These processes will
make the necessary reports about the problem that occurred, the root cause and the
activities carried out for recovery of normal operation.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track & Manage Customer Problem

Process Identifier: 1.1.1.6.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Ensure that recovery activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open customer problem reports in jeopardy.

Extended Description
The purpose of the Track & Manage Customer Problem processes is to ensure that
recovery activities are assigned, coordinated and tracked efficiently, and that escalation is
invoked as required for any open customer problem reports in jeopardy. Responsibilities
of these processes include, but are not limited to

· Scheduling, assigning and coordinating tracking any recovery activities, and any repair
and restoration activities delegated to other processes;
· Generating the respective service trouble report creation request(s) to Create Service
Trouble Report based on specific customer problem reports;
· Undertake necessary tracking of the execution progress;
· Modifying information in an existing customer problem report based on assignments;
· Modifying the customer problem report status;
· Canceling a customer problem report when the specific problem was related to an
incorrect customer problem report; and
· Monitoring the jeopardy status of open customer problem reports, and escalating
customer problem reports as necessary.

Note that some specific product and/or service components may be owned and managed
by suppliers/partners. In these cases the Track & Manage Customer Problem process is
responsible for initiating requests, through S/P Problem Reporting & Management
processes for restoration and recovery by the supplier/partner of the specific service
components. These processes will co-ordinate all the actions necessary in order to
guarantee that all tasks are finished at the appropriate time and in the appropriate
sequence. The Track & Manage Customer Problem processes will also inform the Close
Customer Problem processes by modifying the customer problem report status to cleared
when the customer problem has been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Close Customer Problem Report

Process Identifier: 1.1.1.6.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that a problem affecting the customer is solved

Extended Description
The purpose of the Close Customer Problem Report processes is to close a customer
problem report when the problem affecting the customer is solved. These processes are
also responsible for possibly contacting the customer to inquire about the customer's
satisfaction with resolution of the problem. These processes monitor the status of all open
customer problem reports and recognize that a customer problem report is ready to be
closed when the status is changed to cleared.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create Customer Problem Report

Process Identifier: 1.1.1.6.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process creates a new Customer Problem Report.

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Extended Description
The objective of the Create Customer Problem Report process is to create a new
customer problem report.
A new customer problem report may be created as a result of customer contacts
indicating a problem with their purchased product offerings or, at the request of analysis
undertaken by other processes in the CRM or SM&O horizontal process layers, which
detect a failure or degradation which may be impacting customers.
These processes are responsible for capturing all the necessary customer information to
be included in the new Customer Problem Report.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Correct & Recover Customer Problem

Process Identifier: 1.1.1.6.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Restore the service to a normal operational state as efficiently as possible

Extended Description
The objective of the Correct & Recover Customer Problem processes is to restore the
purchased product offerings to a normal operational state as efficiently as
possible.Depending on the nature of the specific reported failure, or incorrect operation,
of the purchased product offering these processes may possibly lead to:

· Educational interaction with the customer to ensure correct usage of the purchased
facilities;
· Re-assessment of the customers needs and withdrawal, upgrade, renewal of the
purchased product offerings;

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· Requests for activities to be undertaken by other processes in the CRM process layer;
or
· Identification that restorative activities need to be undertaken in the SM&O processes.
They will also report successful restoration of normal service operation, restoration
through temporary work-arounds or an unsuccessful attempt at restoration to Track &
Manage Customer Problem through updates to the associated customer problem report.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.6.1 Isolate Customer Problem

Figure 32. Isolate Customer Problem decomposition into level 4 processes

Isolate Customer Problem

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Process Identifier: 1.1.1.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify the root cause of the customer problem.

Extended Description
The purpose of the Isolate Customer Problem processes is to identify the root cause of
the customer problem. The responsibilities of these processes include, but are not limited
to:
· Verifying whether the customer is using the purchased product offering correctly; and
· Performing diagnostics based on the customer provided information to determine
whether the root cause of the customer problem is linked to the underlying services.
The Isolate Customer Problem processes will make the results of the root cause analysis
available to other processes. The Isolate Customer Problem processes will update open
customer problem report, as required during the assessment, and when the root cause
has been identified.
The Isolate Customer Problem processes will notify the Track & Manage Customer
Problem processes when the analysis is complete.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Verify Product Configuration

Process Identifier: 1.1.1.6.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
This process verifies whether the customer is using the purchased product offering
correctly.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Verifies whether the customer is using the purchased product offering correctly.

Optional
Not used for this process element

Interactions
Not used for this process element

Perform Specific Customer Problem Diagnostics

Process Identifier: 1.1.1.6.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process performs diagnostics based on the customer provided information to
determine whether the root cause of the customer problem is linked to the underlying
services.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Performs diagnostics based on the customer provided information to determine whether
the root cause of the customer problem is linked to the underlying services.

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Optional
Not used for this process element

Interactions
Not used for this process element

Perform Specific Customer Problem Tests

Process Identifier: 1.1.1.6.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process runs tests against the specific services.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Runs tests against the specific services.

Optional
Not used for this process element

Interactions
Not used for this process element

Notify T&M Root Cause Customer Problem

Process Identifier: 1.1.1.6.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
This process notifies the Track & Manage Customer Problem processes when the
analysis is complete.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Notifies the Track & Manage Customer Problem processes when the analysis is
complete.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.6.2 Report Customer Problem

Figure 33. Report Customer Problem decomposition into level 4 processes

Report Customer Problem

Process Identifier: 1.1.1.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Monitor the status of customer problem reports, provide notifications of any changes and
provide management reports. This includes customer problems caused by security
events.

Extended Description
The objective of the Report Customer Problem processes is to monitor the status of
customer problem reports, provide notifications of any changes and provide management
reports. These processes are responsible for continuously monitoring the status of
customer problem reports and managing notifications to processes and other parties
registered to receive notifications of any status changes. Notification lists are managed
and maintained by the Support Problem Handling processes.These processes record,
analyze and assess the customer problem report status changes to provide management
reports and any specialized summaries of the efficiency and effectiveness of the overall
Problem Handling process. These specialized summaries could be creation of specific
reports required by customers and/or other specific audiences. These processes will
make the necessary reports about the problem that occurred, the root cause and the
activities carried out for recovery of normal operation.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Customer Problem

Process Identifier: 1.1.1.6.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for continuously monitoring the status of customer problem
reports.

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Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Continuously monitors the status of customer problem reports .

Optional
Not used for this process element

Interactions
Not used for this process element

Distribute Customer Problem Notifications

Process Identifier: 1.1.1.6.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process makes the necessary reports about the problem that occurred, the root
cause and the activities carried out for recovery of normal operation.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Makes the necessary reports about the problem that occurred, the root cause and the
activities carried out for recovery of normal operation.

Optional
Not used for this process element

Interactions

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Not used for this process element

Notify Customer Problem

Process Identifier: 1.1.1.6.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for managing notifications to processes and other parties
registered to receive notifications of any status changes on customer problem reports.
Notification lists are managed and maintained by the Support Problem Handling
processes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Manages notifications to processes and other parties registered to receive notifications of
any status changes on customer problem reports.. Notification lists are managed and
maintained by the Support Problem Handling processes

Optional
Not used for this process element

Interactions
Managing notifications to processes and other parties registered to receive notifications of
any status changes.

Issue Customer Problem Management Summaries

Process Identifier: 1.1.1.6.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
These processes issue specialized summaries of the efficiency and effectiveness of the
overall S/P problem resolution process. These specialized summaries could be specific
reports required by specific audiences.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Issue specialized summaries of the efficiency and effectiveness of the overall S/P
problem resolution process. These specialized summaries could be specific reports
required by specific audiences.

Optional
Not used for this process element

Interactions
Not used for this process element

Generate Customer Problem Management Reports

Process Identifier: 1.1.1.6.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process records, analyzes and assesses the Service Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Service Quality Management process.
These specialized summaries could be specific reports required by specific audiences.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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Records, analyzes and assesses the Service Performance Degradation Report status
changes to provide management reports and any specialized summaries of the efficiency
and effectiveness of the overall Service Quality Management process. These specialized
summaries could be specific reports required by specific audiences.

Optional
Not used for this process element

Interactions
Not used for this process element

Distribute Customer Problem Management Reports & Summaries

Process Identifier: 1.1.1.6.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process records, analyzes and assesses the Service Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Service Quality Management process.
These specialized summaries could be specific reports required by specific audiences.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.1.1.6.3 Track & Manage Customer

Problem

Figure 34. Track & Manage Customer Problem decomposition into level 4 processes

Track & Manage Customer Problem

Process Identifier: 1.1.1.6.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that recovery activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open customer problem reports in jeopardy.

Extended Description
The purpose of the Track & Manage Customer Problem processes is to ensure that
recovery activities are assigned, coordinated and tracked efficiently, and that escalation is
invoked as required for any open customer problem reports in jeopardy. Responsibilities
of these processes include, but are not limited to

· Scheduling, assigning and coordinating tracking any recovery activities, and any repair
and restoration activities delegated to other processes;
· Generating the respective service trouble report creation request(s) to Create Service
Trouble Report based on specific customer problem reports;
· Undertake necessary tracking of the execution progress;
· Modifying information in an existing customer problem report based on assignments;
· Modifying the customer problem report status;

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· Canceling a customer problem report when the specific problem was related to an
incorrect customer problem report; and
· Monitoring the jeopardy status of open customer problem reports, and escalating
customer problem reports as necessary.

Note that some specific product and/or service components may be owned and managed
by suppliers/partners. In these cases the Track & Manage Customer Problem process is
responsible for initiating requests, through S/P Problem Reporting & Management
processes for restoration and recovery by the supplier/partner of the specific service
components. These processes will co-ordinate all the actions necessary in order to
guarantee that all tasks are finished at the appropriate time and in the appropriate
sequence. The Track & Manage Customer Problem processes will also inform the Close
Customer Problem processes by modifying the customer problem report status to cleared
when the customer problem has been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Coordinate Customer Problem

Process Identifier: 1.1.1.6.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process coordinates all the actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate sequence. It schedules, assigns
and coordinates any recovery activities, and any repair and restoration activities
delegated to other processes. It undertakes necessary tracking of the execution
progress, modifies information in an existing Customer Problem Report based on
assignments, and modifies the Customer Problem Report status.

Extended Description

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Not used for this process element

Explanatory
Not used for this process element

Mandatory
Coordinates all the actions necessary in order to guarantee that all tasks are finished at
the appropriate time and in the appropriate sequence. It schedules, assigns and
coordinates any recovery activities, and any repair and restoration activities delegated to
other processes. It undertakes necessary tracking of the execution progress, modifies
information in an existing Customer Problem Report based on assignments, and modifies
the Customer Problem Report status.

Optional
Not used for this process element

Interactions
Not used for this process element

Cancel Customer Problem

Process Identifier: 1.1.1.6.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process cancels a Customer Problem Report when the specific trouble was related
to an incorrect customer problem report.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Cancels a Customer Problem Report when the specific trouble was related to an incorrect
customer problem report.

Optional

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Not used for this process element

Interactions
Not used for this process element

Escalate/End Customer Problem

Process Identifier: 1.1.1.6.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Initiate escalation of customer problem reports as necessary

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Ensure that escalation is being invoked as required for any open customer problem
reports in jeopardy.

Optional
Not used for this process element

Interactions
Not used for this process element

Engage External Service Suppliers

Process Identifier: 1.1.2.4.6.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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If some specific resource components are owned and managed by suppliers/partners,

this process is responsible for initiating requests, through S/P Performance Management,
for resolution by the supplier/partner of the specific resource components. This process
will co-ordinate all the actions necessary in order to guarantee that all tasks are finished
at the appropriate time and in the appropriate sequence.

Extended Description
Not used for this process element

Explanatory
Applies where some specific resource components are owned and managed by
suppliers/partners.

Mandatory
This process is responsible for initiating requests, through S/P Performance
Management, for resolution by the supplier/partner of the specific resource components.
This process will co-ordinate all the actions necessary in order to guarantee that all tasks
are finished at the appropriate time and in the appropriate sequence.

Optional
Not used for this process element

Interactions
Not used for this process element

Monitor Customer Problem Jeopardy Status

Process Identifier: 1.1.1.6.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitoring the jeopardy status of open customer problem reports

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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Ensure that any open customer problem reports in jeopardy are identified and reporetd

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.6.4 Close Customer Problem Report

Figure 35. Close Customer Problem Report decomposition into level 4 processes

Contact Customer for Feedback

Process Identifier: 1.1.1.6.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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This process is responsible for contacting the customer to inquire about the customer's
satisfaction with resolution of the problem.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Contacts the customer (where appropriate) to inquire about the customer's satisfaction
with resolution of the problem.

Optional
Not used for this process element

Interactions
Not used for this process element

Close Customer Problem Report

Process Identifier: 1.1.1.6.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that a problem affecting the customer is solved

Extended Description
The purpose of the Close Customer Problem Report processes is to close a customer
problem report when the problem affecting the customer is solved. These processes are
also responsible for possibly contacting the customer to inquire about the customer's
satisfaction with resolution of the problem. These processes monitor the status of all open
customer problem reports and recognize that a customer problem report is ready to be
closed when the status is changed to cleared.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Finalize Customer Problem Report

Process Identifier: 1.1.1.6.4.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that a problem affecting the customer is solved.

Extended Description
Not used for this process element

Explanatory
It is used to close a customer problem report when the problem affecting the customer is
solved.

Mandatory
Change the customer problem report status to cleared.

Optional
Not used for this process element

Interactions
Not used for this process element

Complete and Validate Customer Problem Report

Process Identifier: 1.1.1.6.4.2

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
To be added

Extended Description
Not used for this process element

Explanatory
This process is used to validate the customer problem report. Which involves root-cause
analysis to determine the cause of the resolved problem and also document the process
that solved this problem.

Mandatory
Validate whether or not a resolution has been implemented for the customer problem.
And ensure that the solution to a problem affecting the customer has been documented.

Optional
Not used for this process element

Interactions
The Complete and Validate Customer Problem Report processes will notify the Update
Time to restore Service processe when the analysis is complete.

Communicate Service improvement Opportunity

Process Identifier: 1.1.1.6.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify opportunities for improvement

Extended Description
Not used for this process element

Explanatory
This process should ensure that the momentum for service improvement is qualified and
assuring the communication of the applied changes, new processes, product

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improvement opportunity is known in the organization

Mandatory
Register the need for improvements in the service.

Optional
Not used for this process element

Interactions
Not used for this process element

Update Time to Restore Service

Process Identifier: 1.1.1.6.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
To be added

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Update the time taken to restore a configuration or Service after a failure; measured from
the time the service failed until it was fully restored to its normal functionality.

Optional
Not used for this process element

Interactions
The Update Time to restore Service process will notify the Finalize Customer Problem
Report process when the update is completed.

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1.1.1.6.6 Correct & Recover Customer

Problem

Figure 36. Correct & Recover Customer Problem decomposition into level 4 processes

Correct & Recover Customer Problem

Process Identifier: 1.1.1.6.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Restore the service to a normal operational state as efficiently as possible

Extended Description
The objective of the Correct & Recover Customer Problem processes is to restore the
purchased product offerings to a normal operational state as efficiently as
possible.Depending on the nature of the specific reported failure, or incorrect operation,
of the purchased product offering these processes may possibly lead to:

· Educational interaction with the customer to ensure correct usage of the purchased
facilities;

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· Re-assessment of the customers needs and withdrawal, upgrade, renewal of the

purchased product offerings;
· Requests for activities to be undertaken by other processes in the CRM process layer;
or
· Identification that restorative activities need to be undertaken in the SM&O processes.
They will also report successful restoration of normal service operation, restoration
through temporary work-arounds or an unsuccessful attempt at restoration to Track &
Manage Customer Problem through updates to the associated customer problem report.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Product Restoration

Process Identifier: 1.1.1.6.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process attempts to restore the purchased product offerings to a normal operational
state as efficiently as possible.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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Attempts to restore the purchased product offerings to a normal operational state as

efficiently as possible.

Optional
Not used for this process element

Interactions
Not used for this process element

Report Product Restoration Results

Process Identifier: 1.1.1.6.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process reports successful restoration of normal operation or an unsuccessful
attempt at restoration to Track & Manage Customer Problem through updates to the
associated Customer Problem Report.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Customer Problem through updates to the associated
Customer Problem Report.

Optional
Not used for this process element

Interactions
Not used for this process element

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1.1.1.7 Customer QoS/SLA Management

Figure 37. Customer QoS/SLA Management decomposition into level 3 processes

Customer QoS/SLA Management

Process Identifier: 1.1.1.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitoring, managing and reporting of delivered vs. contractual Quality of Service (QoS),
as defined in the enterprise’s service descriptions, customer contracts or product
catalogue.

Extended Description
Customer QoS/SLA Management processes encompass monitoring, managing and
reporting of delivered vs. contractual Quality of Service (QoS), as defined in the
enterprise's Service Descriptions, customer contracts or the catalogue of product
offerings. They are also concerned with the performance of the enterprise and its
products in relation to its Service Level Agreements (SLA) for specific product instances,
and other service-related documents. They include operational parameters such as
resource performance and availability, but also encompass performance across all of a
product's contractual or regulatory parameters, e.g., % Completion on Time for Order
Requests, time to repair commitments, customer contact performance. Failure to meet a
contracted SLA may lead to billing adjustments, which are handled by Billing and

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Collections Management.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess Customer QoS/SLA Performance

Process Identifier: 1.1.1.7.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the overall assessment of the customer QoS/SLA performance

Extended Description
The purpose of the Assess Customer QoS/SLA Performance processes is to manage the
overall assessment of the customer QoS/SLA performance.
These processes are responsible for ensuring that the QoS received by the customer
meets the contractual obligations agreed with the customer. They check that the QoS
data that they receive from other processes and entities meets the required QoS
thresholds and they alert other processes and entities if this is not the case.
These processes are responsible for collecting service and resource performance
information analyzed and reported by the Report Service Quality Performance and Report
Resource Performance processes, and converting it into a form suitable for determining
whether the contractual obligations with the customer are being met. The actual reporting
of the results of the assessments is managed in the Report Customer QoS Performance
processes.
They are responsible for maintaining an overview of the quality of the customer's
purchased product offering, and for carrying out QoS performance reviews with the
customer, as well as for undertaking any preparatory and/or follow-up steps with other
processes/entities in conjunction with such reviews

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage QoS/SLA Violation

Process Identifier: 1.1.1.7.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the customer and the relevant internal processes are informed of service
quality degradations and violations and that action is undertaken to resolve the
degradation or violation

Extended Description
The purpose of the Manage QoS/SLA Violation processes is to ensure that the customer
and the relevant internal processes are informed of service quality degradations and
violations and that action is undertaken to resolve the degradation or violation. They
analyze all the information related to a QoS/SLA degradation or violation and take the
appropriate actions when a soft threshold is crossed or the agreed QoS is violated. They
follow up the actions to ensure that the customer is satisfied with the resolution of the
problem. They ensure that the customer is informed of any planned maintenance or other
scheduled events likely to impact delivery of the customer's service.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Report Customer QoS Performance

Process Identifier: 1.1.1.7.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Report on the customer’s QoS/SLA performance

Extended Description
The objective of the Report Customer QoS Performance processes is to monitor the
status of customer QoS performance degradation reports, provide notifications of any
changes and provide management reports.
These processes are responsible for continuously monitoring the status of customer QoS
performance degradation reports and managing notifications to other processes and to
other parties, including customers, registered to receive notifications of any status
changes. Notification lists are managed and maintained by the Support Customer
QoS/SLA Management processes.
These processes record, analyze and assess the customer QoS performance
degradation report status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Customer QoS/SLA
Management process. These specialized summaries could be specific reports required
by specific audiences and/or customers.
These processes also report any identified constraints that can affect customer related
quality standards to other processes. These constraints may include specific resource
failures, capacity shortages due to unexpected demand peaks, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Create Customer QoS Performance Degradation Report

Process Identifier: 1.1.1.7.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new customer QoS performance degradation report

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track & Manage Customer QoS Performance Resolution

Process Identifier: 1.1.1.7.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Efficiently assign, coordinate and track specific customer purchased product offering
related performance analysis, restoration and improvement activities, and escalate any
open customer QoS performance degradation reports in jeopardy.

Extended Description

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The objective of the Track & Manage Customer QoS Performance Resolution processes
is to efficiently assign, coordinate and track specific customer purchased product offering
related performance analysis, restoration and improvement activities, and escalate any
open customer QoS performance degradation reports in jeopardy. Responsibilities of
these processes include, but are not limited to:
· Adding additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis;
· Scheduling, assigning and coordinating analysis and specific customer QoS
performance restoration activities and/or repair activities delegated to other processes;
· Generating the respective service trouble report creation request(s) to Create Service
Trouble Report based on specific customer QoS performance degradation reports where
analysis the root cause is related to services;
· Modifying information in an existing customer QoS performance degradation report
based on assignments;
· Modifying the customer QoS performance degradation report status;
· Canceling a customer QoS performance degradation report when the specific request
was related to a false performance event; and
· Monitoring the jeopardy status of open customer QoS performance degradation reports,
and escalating customer QoS performance degradation reports as necessary.
Note that some specific product and/or service components may be owned and managed
by suppliers/partners. In these cases the Track & Manage Customer QoS Performance
Resolution process is responsible for initiating requests, through S/P Performance
Management for resolution by the supplier/partner of the specific service components.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Customer QoS Performance Resolution processes will also inform
the Close Customer QoS Performance Degradation Report processes by modifying the
customer QoS performance degradation report status to cleared when the specific
customer purchased product offering performance quality issues have been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close Customer QoS Performance Degradation Report

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Process Identifier: 1.1.1.7.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a customer QoS performance degradation report when the performance of the
customer purchased product offerings has been resolved

Extended Description
The objective of the Close Customer QoS Performance Degradation Report processes is
to close a customer QoS performance degradation report when the performance of the
customer purchased product offerings has been resolved.
These processes monitor the status of all open customer QoS performance degradation
reports, and recognize that a customer QoS performance degradation report is ready to
be closed when the status is changed to cleared.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.7.1 Assess Customer QoS/SLA

Performance

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Figure 38. Assess Customer QoS/SLA Performance decomposition into level 4 processes

Assess Customer QoS/SLA Performance

Process Identifier: 1.1.1.7.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the overall assessment of the customer QoS/SLA performance

Extended Description
The purpose of the Assess Customer QoS/SLA Performance processes is to manage the
overall assessment of the customer QoS/SLA performance.
These processes are responsible for ensuring that the QoS received by the customer
meets the contractual obligations agreed with the customer. They check that the QoS
data that they receive from other processes and entities meets the required QoS
thresholds and they alert other processes and entities if this is not the case.
These processes are responsible for collecting service and resource performance
information analyzed and reported by the Report Service Quality Performance and Report
Resource Performance processes, and converting it into a form suitable for determining
whether the contractual obligations with the customer are being met. The actual reporting
of the results of the assessments is managed in the Report Customer QoS Performance
processes.
They are responsible for maintaining an overview of the quality of the customer's
purchased product offering, and for carrying out QoS performance reviews with the
customer, as well as for undertaking any preparatory and/or follow-up steps with other
processes/entities in conjunction with such reviews

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Collect QoS Information

Process Identifier: 1.1.1.7.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collect service and resource performance information analyzed and reported by the
Report Service Quality Performance and Report Resource Performance processes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Collect service and resource performance information analyzed and reported by the
Report Service Quality Performance and Report Resource Performance processes.

Optional
Not used for this process element

Interactions
Not used for this process element

Convert QoS Information

Process Identifier: 1.1.1.7.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Convert colected informatiom it into a form suitable for determining whether the
contractual obligations with the customer are being met.

Extended Description

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Not used for this process element

Explanatory
Not used for this process element

Mandatory
Convert colected informatiom it into a form suitable for determining whether the
contractual obligations with the customer are being met.

Optional
Not used for this process element

Interactions
Not used for this process element

Check QoS Thresholds Met

Process Identifier: 1.1.1.7.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Check that the QoS data received from other processes and entities meets the required
QoS thresholds and alert other processes and entities if this is not the case. These
processes are responsible for ensuring that the QoS received by the customer meets the
contractual obligations agreed with the customer. The actual reporting of the results of the
assessments is managed in the Report Customer QoS Performance processes.

Extended Description
Not used for this process element

Explanatory
These processes are responsible for ensuring that the QoS received by the customer
meets the contractual obligations agreed with the customer.

Mandatory
Check that the QoS data received from other processes and entities meets the required
QoS thresholds and alert other processes and entities if this is not the case.

Optional

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Not used for this process element

Interactions
The actual reporting of the results of the assessments is managed in the Report
Customer QoS Performance processes.

Maintain Overview of Product Offering Quality

Process Identifier: 1.1.1.7.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Maintain an overview of the quality of the customer's purchased product offering

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Maintain an overview of the quality of the customer's purchased product offering

Optional
Not used for this process element

Interactions
Not used for this process element

Prepare/Follow-up for Performance Reviews

Process Identifier: 1.1.1.7.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Undertake any preparatory and/or follow-up steps with other processes/entities in

conjunction with performance reviews

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Undertake any preparatory and/or follow-up steps with other processes/entities in
conjunction with performance reviews

Optional
Not used for this process element

Interactions
Not used for this process element

Carry Out Performance Reviews

Process Identifier: 1.1.1.7.1.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Carry out QoS performance reviews with the customer

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Carry out QoS performance reviews with the customer

Optional
Not used for this process element

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Interactions
Not used for this process element

1.1.1.7.2 Manage QoS/SLA Violation

Figure 39. Manage QoS/SLA Violation decomposition into level 4 processes

Manage QoS/SLA Violation

Process Identifier: 1.1.1.7.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the customer and the relevant internal processes are informed of service
quality degradations and violations and that action is undertaken to resolve the
degradation or violation

Extended Description
The purpose of the Manage QoS/SLA Violation processes is to ensure that the customer
and the relevant internal processes are informed of service quality degradations and
violations and that action is undertaken to resolve the degradation or violation. They
analyze all the information related to a QoS/SLA degradation or violation and take the
appropriate actions when a soft threshold is crossed or the agreed QoS is violated. They
follow up the actions to ensure that the customer is satisfied with the resolution of the
problem. They ensure that the customer is informed of any planned maintenance or other

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scheduled events likely to impact delivery of the customer's service.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze QoS Violation

Process Identifier: 1.1.1.7.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze all the information related to a QoS/SLA degradation or violation

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Analyze all the information related to a QoS/SLA degradation or violation

Optional
Not used for this process element

Interactions
Not used for this process element

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Take QoS Violation Action

Process Identifier: 1.1.1.7.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Take the appropriate actions when a soft threshold is crossed or the agreed QoS is
violated. Ensure that action is undertaken to resolve the degradation or violation

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Take the appropriate actions when a soft threshold is crossed or the agreed QoS is
violated. Ensure that action is undertaken to resolve the degradation or violation

Optional
Not used for this process element

Interactions
Not used for this process element

Follow-up QoS Violation Action

Process Identifier: 1.1.1.7.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Follow up the actions to ensure that the customer is satisfied with the resolution of the
problem

Extended Description

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Not used for this process element

Explanatory
Not used for this process element

Mandatory
Follow up the actions to ensure that the customer is satisfied with the resolution of the
problem

Optional
Not used for this process element

Interactions
Not used for this process element

Inform Cuustomer on QoS Impacts

Process Identifier: 1.1.1.7.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the customer and the relevant internal processes are informed of service
quality degradations and violations. Ensure that the customer is informed of any planned
maintenance or other scheduled events likely to impact delivery of the customer's service.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Ensure that the customer and the relevant internal processes are informed of service
quality degradations and violations. Ensure that the customer is informed of any planned
maintenance or other scheduled events likely to impact delivery of the customer's service.

Optional
Not used for this process element

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Interactions
Not used for this process element

1.1.1.7.3 Report Customer QoS

Performance

Figure 40. Report Customer QoS Performance decomposition into level 4 processes

Report Customer QoS Performance

Process Identifier: 1.1.1.7.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Report on the customer’s QoS/SLA performance

Extended Description
The objective of the Report Customer QoS Performance processes is to monitor the
status of customer QoS performance degradation reports, provide notifications of any
changes and provide management reports.
These processes are responsible for continuously monitoring the status of customer QoS
performance degradation reports and managing notifications to other processes and to
other parties, including customers, registered to receive notifications of any status

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changes. Notification lists are managed and maintained by the Support Customer
QoS/SLA Management processes.
These processes record, analyze and assess the customer QoS performance
degradation report status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Customer QoS/SLA
Management process. These specialized summaries could be specific reports required
by specific audiences and/or customers.
These processes also report any identified constraints that can affect customer related
quality standards to other processes. These constraints may include specific resource
failures, capacity shortages due to unexpected demand peaks, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Customer QoS Report Status

Process Identifier: 1.1.1.7.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of customer QoS performance degradation reports. These processes
are responsible for continuously monitoring the status of customer QoS performance
degradation reports. These processes record the customer QoS performance
degradation report status changes to support management reports.

Extended Description
Not used for this process element

Explanatory
These processes are responsible for continuously monitoring the status of customer QoS
performance degradation reports.

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Mandatory
Monitor the status of customer QoS performance degradation reports. These processes
record the customer QoS performance degradation report status changes to support
management reports.

Optional
Not used for this process element

Interactions
Not used for this process element

Notify Changes on Customer QoS Report Status

Process Identifier: 1.1.1.7.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Provide notifications of any changes to the status of customer QoS performance
degradation reports.These processes are responsible for managing notifications to other
processes and to other parties, including customers, registered to receive notifications of
any status changes. Notification lists are managed and maintained by the Support
Customer QoS/SLA Management processes.

Extended Description
Not used for this process element

Explanatory
These processes are responsible for managing notifications to other processes and to
other parties, including customers, registered to receive notifications of any status
changes.

Mandatory
Provide notifications of any changes to the status of customer QoS performance
degradation reports.

Optional
Not used for this process element

Interactions

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Notification lists are managed and maintained by the Support Customer QoS/SLA
Management processes.

Distribute Customer QoS/SLA Management Reports & Summaries

Process Identifier: 1.1.1.7.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Provide management reports on the status of customer QoS performance degradation
reports. These processes analyze and assess the customer QoS performance
degradation report status changes to provide management reports and any specialized
summaries of the efficiency and effectiveness of the overall Customer QoS/SLA
Management process. These specialized summaries could be specific reports required
by specific audiences and/or customers.

Extended Description
Not used for this process element

Explanatory
These processes analyze and assess the customer QoS performance degradation report
status changes to provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall Customer QoS/SLA Management process.

Mandatory
Provide management reports on the status of customer QoS performance degradation
reports.

Optional
Not used for this process element

Interactions
These specialized summaries could be specific reports required by specific audiences
and/or customers.

1.1.1.7.4 Create Customer QoS

Performance Degradation Report

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Figure 41. Create Customer QoS Performance Degradation Report decomposition into level 4 processes

Create Customer QoS Performance Degradation Report

Process Identifier: 1.1.1.7.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new customer QoS performance degradation report

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Create Customer QoS Report

Process Identifier: 1.1.1.7.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new customer QoS performance degradation report. A new customer QoS
performance degradation report may be created as a result of specific customer initiated
QoS performance degradation notifications, or at the request of analysis undertaken by
other CRM, or SM&O processes which detect that some form of deterioration or failure
has occurred requiring an assessment of the performance of the specific customer
purchased product offering. If the customer QoS performance degradation report is
created as a result of a notification from customers or as a result of a request from other
processes, the Create Customer QoS Performance Degradation Report processes are
responsible for converting the received information into a form suitable for the Customer
QoS/SLA Management processes, and for requesting additional information if required.

Extended Description
Not used for this process element

Explanatory
A new customer QoS performance degradation report may be created as a result of
specific customer initiated QoS performance degradation notifications, or at the request of
analysis undertaken by other CRM, or SM&O processes which detect that some form of
deterioration or failure has occurred requiring an assessment of the performance of the
specific customer purchased product offering.

Mandatory
Create a new customer QoS performance degradation report.

Optional
Not used for this process element

Interactions
If the customer QoS performance degradation report is created as a result of a
notification from customers or as a result of a request from other processes, the Create
Customer QoS Performance Degradation Report processes are responsible for
converting the received information into a form suitable for the Customer QoS/SLA
Management processes, and for requesting additional information if required.

Modify Customer QoS Report

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Process Identifier: 1.1.1.7.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Modify existing customer QoS performance degradation reports

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Modify existing customer QoS performance degradation reports

Optional
Not used for this process element

Interactions
Not used for this process element

Requst Cancellation of Customer QoS Report

Process Identifier: 1.1.1.7.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Request cancellation of existing customer QoS performance degradation reports

Extended Description
Not used for this process element

Explanatory
Not used for this process element

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Mandatory
Request cancellation of existing customer QoS performance degradation reports

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.7.5 Track & Manage Customer QoS

Performance Resolution

Figure 42. Track & Manage Customer QoS Performance Resolution decomposition into level 4 processes

Track & Manage Customer QoS Performance Resolution

Process Identifier: 1.1.1.7.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Efficiently assign, coordinate and track specific customer purchased product offering
related performance analysis, restoration and improvement activities, and escalate any
open customer QoS performance degradation reports in jeopardy.

Extended Description
The objective of the Track & Manage Customer QoS Performance Resolution processes
is to efficiently assign, coordinate and track specific customer purchased product offering
related performance analysis, restoration and improvement activities, and escalate any
open customer QoS performance degradation reports in jeopardy. Responsibilities of
these processes include, but are not limited to:
· Adding additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis;
· Scheduling, assigning and coordinating analysis and specific customer QoS
performance restoration activities and/or repair activities delegated to other processes;
· Generating the respective service trouble report creation request(s) to Create Service
Trouble Report based on specific customer QoS performance degradation reports where
analysis the root cause is related to services;
· Modifying information in an existing customer QoS performance degradation report
based on assignments;
· Modifying the customer QoS performance degradation report status;
· Canceling a customer QoS performance degradation report when the specific request
was related to a false performance event; and
· Monitoring the jeopardy status of open customer QoS performance degradation reports,
and escalating customer QoS performance degradation reports as necessary.
Note that some specific product and/or service components may be owned and managed
by suppliers/partners. In these cases the Track & Manage Customer QoS Performance
Resolution process is responsible for initiating requests, through S/P Performance
Management for resolution by the supplier/partner of the specific service components.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Customer QoS Performance Resolution processes will also inform
the Close Customer QoS Performance Degradation Report processes by modifying the
customer QoS performance degradation report status to cleared when the specific
customer purchased product offering performance quality issues have been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Update Customer QoS Report with Analysis Results

Process Identifier: 1.1.1.7.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Add additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Add additional information to an open customer QoS performance degradation report
based on the first-in and on-going analysis

Optional
Not used for this process element

Interactions
Not used for this process element

Co-ordinate Customer QoS Analysis, Restoratin & Repair

Process Identifier: 1.1.1.7.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Schedule, assign and coordinate analysis and specific customer QoS performance
restoration activities and/or repair activities delegated to other processes

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Schedule, assign and coordinate analysis and specific customer QoS performance
restoration activities and/or repair activities delegated to other processes

Optional
Not used for this process element

Interactions
Not used for this process element

Request Service Performance Degradation Report Creation and Update

Process Identifier: 1.1.2.4.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process generates the respective resource trouble report creation request(s) to
Create Resource Trouble Report based on specific service performance degradation
reports where analysis the root cause is related to resources. It modifies information in
an existing service performance degradation report based on assignments, and modifies
the service performance degradation report status.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process generates the respective resource trouble report creation request(s) to
Create Resource Trouble Report based on specific service performance degradation

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reports where analysis the root cause is related to resources. It modifies information in
an existing service performance degradation report based on assignments, and modifies
the service performance degradation report status.

Optional
Not used for this process element

Interactions
Not used for this process element

Modify Customer QoS Report Information

Process Identifier: 1.1.1.7.5.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Modify information in an existing customer QoS performance degradation report based on
assignments

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Modify information in an existing customer QoS performance degradation report based on
assignments

Optional
Not used for this process element

Interactions
Not used for this process element

Modify Customer QoS Report Status

Process Identifier: 1.1.1.7.5.5

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Modify the customer QoS performance degradation report status

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Modify the customer QoS performance degradation report status

Optional
Not used for this process element

Interactions
Not used for this process element

Cancel Customer QoS Report

Process Identifier: 1.1.1.7.5.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Cancel a customer QoS performance degradation report when the specific request was
related to a false performance event

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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Cancel a customer QoS performance degradation report when the specific request was
related to a false performance event

Optional
Not used for this process element

Interactions
Not used for this process element

Escalate/End Customer QoS Report

Process Identifier: 1.1.1.7.5.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the jeopardy status of open customer QoS performance degradation reports, and
escalate customer QoS performance degradation reports as necessary.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Monitor the jeopardy status of open customer QoS performance degradation reports, and
escalate customer QoS performance degradation reports as necessary.

Optional
Not used for this process element

Interactions
Not used for this process element

Engage External Product Suppliers

Process Identifier: 1.1.1.7.5.8

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Note that some specific product and/or service components may be owned and managed
by suppliers/partners. In these cases, initiate requests, through S/P Performance
Management for resolution by the supplier/partner of the specific service components.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.

Extended Description
Not used for this process element

Explanatory
Note that some specific product and/or service components may be owned and managed
by suppliers/partners.

Mandatory
In these cases, initiate requests, through S/P Performance Management for resolution by
the supplier/partner of the specific service components. These processes will co-ordinate
all the actions necessary in order to guarantee that all tasks are finished at the
appropriate time and in the appropriate sequence.

Optional
Not used for this process element

Interactions
Interaction with Suppliers / Partners

Clear Customer QoS Report Status

Process Identifier: 1.1.1.7.5.9

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Inform the Close Customer QoS Performance Degradation Report processes by
modifying the customer QoS performance degradation report status to cleared when the
specific customer purchased product offering performance quality issues have been
resolved.

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Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Inform the Close Customer QoS Performance Degradation Report processes by
modifying the customer QoS performance degradation report status to cleared when the
specific customer purchased product offering performance quality issues have been
resolved.

Optional
Not used for this process element

Interactions
This process informs the Close Customer QoS Performance Degradation Report
processes

1.1.1.10 Bill Invoice Management

Figure 43. Bill Invoice Management decomposition into level 3 processes

Bill Invoice Management

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Process Identifier: 1.1.1.10

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the bill invoice is created, physically and/or electronically produced and distributed
to customers, and that the appropriate taxes, discounts, adjustments, rebates and credits
for the products and services delivered to customers have been applied.

Extended Description
Bill Invoice Management processes ensure the bill invoice is created, physically and/or
electronically produced and distributed to customers, and that the appropriate taxes,
discounts, adjustments, rebates and credits for the products and services delivered to
customers have been applied. These processes are accountable for assuring that
enterprise revenue is billed and invoices delivered appropriately to customers.
These processes are responsible for, but not limited to:
• Establishment and application of taxes and charges to the services delivered to
customers;
• Application of the adjustment (adjustment decision done in Bill Inquiry Handling);
• Creation of accurate bill invoices including all adjustments, rebates, discounts, credits,
etc; and
• Production & distribution of bill in physical and/or electronic form to customers in
accordance with the billing cycle;
• Forecasting of physical resources associated with bill production, such as paper and
envelope quantities;
• Alignment and management of promotional material insertion into distributed bills; and
• Establishment and management of third party arrangements to support bill invoice
generation, production and distribution.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Apply Pricing, Discounting, Adjustments & Rebates

Process Identifier: 1.1.1.10.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer.

Extended Description
The purpose of the Apply Pricing, Discounting, Adjustments & Rebates process is to
ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer. In
addition, it ensures that the appropriate taxes, rebates (i.e. missed customer
commitments) and credits are applied to the customer’s bill invoice(s). This process
contains the account and customer specific pricing, charges, discounting, credits and
taxation for services delivered to the customer by the Service Provider. It accepts events
that have been collected, translated, correlated, assembled, guided and service rated. It
takes these events and determines the account or customer specific pricing, charges,
discounts, and taxation that should be delivered to the invoice(s) for the customer. It
reviews any agreed adjustments agreed in the previous billing period and includes these
to the bill invoice. This process can occur in real-time as events are service rated, or can
be on a scheduled on a periodic basis at the Service Provider’s discretion.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create Customer Bill Invoice

Process Identifier: 1.1.1.10.2

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Production of a timely and accurate invoice in accordance with the specific billing cycles
and reflective of the final charges for services, together with any adjustments, delivered to
the customer by the Service Provider and respective trading partners.

Extended Description
The primary purpose of the Create Customer Bill Invoice process is the production of a
timely and accurate invoice in accordance with the specific billing cycles and reflective of
the final charges for services, together with any adjustments, delivered to the customer by
the Service Provider and respective trading partners.
This process contains the invoicing components of the Service Provider’s business. This
includes the rendering/formatting of an invoice, the delivery of an electronic copy of an
invoice to customers and the processes that verify invoice quality prior to distribution to
the customer in electronic form, or to the process responsible for physical invoice
production and distribution. The flow of this process can be viewed as an extension of the
company’s e-business strategy. In this case, the Service Provider would render an
invoice electronically, via the Internet for example.
Furthermore, this process provides specifications for the formatting of invoices in different
ways and to achieve different publishing possibilities, and supports the creation of
different invoice formats for different publication media. The process is further responsible
for splitting and re-arranging invoices for customers (particularly customers with complex
account structures) according to agreements made with these customers.
Additionally these processes store the customer invoice for a period of time to address
regulation and/or internal requirements, during which they can be accessed to support
any customer or regulator agency inquiries on bill invoices.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Produce & Distribute Bill

Process Identifier: 1.1.1.10.3

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Physical production and distribution of bills to customers in accordance with the specified
billing cycle.

Extended Description
The purpose of the Produce & Distribute Customer Bill Invoice process is the physical
production and distribution of bills to customers in accordance with the specified billing
cycle. This process is responsible for all activities associated with ensuring a physical bill
is delivered to customers.
The responsibilities of the process include, but are not limited to:
• Establishing and managing the physical bill production cycle;
• Establishing the requirements for, and managing the agreed commercial arrangements
with, appropriate outsourced suppliers of the production and distribution capabilities;
• Delivery of invoice information to the physical production processes;
• Coordinating with promotional processes for any billing insertions to be included with the
bill;
• If internal processes are used, managing availability of paper and envelope volumes to
meet the needs of the physical production process;
• If internal production facilities are used, managing the production runs to create the bills;
and
• Quality management of the physical production and distribution processes.
Note that in the above processes for establishing arrangements with outsourced suppliers
that the Supply Chain Capability Delivery processes are used as the vehicle for creating
the commercial agreements.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.1.1.10.1 Apply Pricing, Discounting,

Adjustments & Rebates

Figure 44. Apply Pricing, Discounting, Adjustments & Rebates decomposition into level 4 processes

Apply Pricing, Discounting, Adjustments & Rebates

Process Identifier: 1.1.1.10.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer.

Extended Description
The purpose of the Apply Pricing, Discounting, Adjustments & Rebates process is to
ensure that the bill invoice is reflective of all the commercially agreed billable events and
any bill invoice adjustments agreed between a Service Provider and the customer. In
addition, it ensures that the appropriate taxes, rebates (i.e. missed customer
commitments) and credits are applied to the customer’s bill invoice(s). This process
contains the account and customer specific pricing, charges, discounting, credits and
taxation for services delivered to the customer by the Service Provider. It accepts events
that have been collected, translated, correlated, assembled, guided and service rated. It
takes these events and determines the account or customer specific pricing, charges,
discounts, and taxation that should be delivered to the invoice(s) for the customer. It
reviews any agreed adjustments agreed in the previous billing period and includes these

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to the bill invoice. This process can occur in real-time as events are service rated, or can
be on a scheduled on a periodic basis at the Service Provider’s discretion.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Obtain Billing Events

Process Identifier: 1.1.1.10.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Accept billing events that have been collected, translated, correlated, assembled, guided
and service rated before determining the information would be applied to the customer’s
bill invoice(s).

Extended Description
Not used for this process element.

Explanatory
This includes events that have been collected, translated, correlated, assembled, guided
and service rated.

Mandatory
The purpose of the Obtain Billing Events process is to ensure that all billing events for
services delivered to the customer by the Service Provider are available for processing.

Optional
Not used for this process element

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Interactions
Not used for this process element

Apply Pricing, Discounting, Adjustments & Rebates to Customer Account

Process Identifier: 1.1.1.10.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Determine the customer account or customer specific pricing, charges, discounts, and
taxation that should be delivered to the invoice(s) for the customer.

Extended Description
Not used for this process element.

Explanatory
It ensures that the appropriate taxes, rebates (i.e. missed customer commitments) and
credits are applied to the customer’s bill invoice(s).

Mandatory
The purpose of Determine Customer Account process is to determine the customer
account or customer specific pricing, charges, discounts, and taxation that should be
delivered to the invoice(s) for the customer and ensure that the each cost item included in
customer bill invoice(s) can correspond to a correct account through which customer will
pay for the cost item.

Optional
A customer who may have multiple accounts can pay different cost item with different
account.

Interactions
Not used for this process element

Apply Agreed Customer Bill Adjustment

Process Identifier: 1.1.1.10.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Apply and review any adjustment agreed in the previous billing period and make these
included to the bill invoice.

Extended Description
Not used for this process element.

Explanatory
In general, the adjustments are due to errors in customer bill invoices in previous billing
periods or problems related to products and services delivered to the customer by the
Service Provider or partners.

Mandatory
The purpose of the Apply Agreed Customer Bill Adjustment process is to ensure that any
adjustments which have been agreed between customer and Service Provider are
included in the customer bill invoice.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.10.2 Create Customer Bill Invoice

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Figure 45. Create Customer Bill Invoice decomposition into level 4 processes

Create Customer Bill Invoice

Process Identifier: 1.1.1.10.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Production of a timely and accurate invoice in accordance with the specific billing cycles
and reflective of the final charges for services, together with any adjustments, delivered to
the customer by the Service Provider and respective trading partners.

Extended Description
The primary purpose of the Create Customer Bill Invoice process is the production of a
timely and accurate invoice in accordance with the specific billing cycles and reflective of
the final charges for services, together with any adjustments, delivered to the customer by
the Service Provider and respective trading partners.
This process contains the invoicing components of the Service Provider’s business. This
includes the rendering/formatting of an invoice, the delivery of an electronic copy of an
invoice to customers and the processes that verify invoice quality prior to distribution to
the customer in electronic form, or to the process responsible for physical invoice
production and distribution. The flow of this process can be viewed as an extension of the
company’s e-business strategy. In this case, the Service Provider would render an
invoice electronically, via the Internet for example.
Furthermore, this process provides specifications for the formatting of invoices in different
ways and to achieve different publishing possibilities, and supports the creation of
different invoice formats for different publication media. The process is further responsible
for splitting and re-arranging invoices for customers (particularly customers with complex
account structures) according to agreements made with these customers.
Additionally these processes store the customer invoice for a period of time to address
regulation and/or internal requirements, during which they can be accessed to support
any customer or regulator agency inquiries on bill invoices.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Render & Format Invoice

Process Identifier: 1.1.1.10.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Render and format the customer bill invoice.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
This process provides formatting of invoices in different ways and to achieve different
publishing possibilities, and supports the creation of different invoice formats for different
publication media. The process is further responsible for splitting and re-arranging
invoices for customers (particularly customers with complex account structures)
according to agreements made with these customers.

Optional
Not used for this process element

Interactions
Not used for this process element

Deliver Electronic Invoice

Process Identifier: 1.1.1.10.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Deliver the electronic copy of an invoice to customers.

Extended Description
Not used for this process element.

Explanatory
The flow of this process can be viewed as an extension of the company’s e-business
strategy. In this case, the Service Provider would render an invoice electronically, via the
Internet for example.

Mandatory
The purpose of Deliver Electronic Invoice process is to deliver the electronic copy of an
invoice to customers.

Optional
Not used for this process element

Interactions
Not used for this process element

Verify Invoice Quality

Process Identifier: 1.1.1.10.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Verify invoice quality before distribution to the customer in electronic form and the
process responsible for physical invoice production and distribution.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory

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The purpose of Verify Invoice Quality process is to verify invoice quality prior to
distribution to the customer in electronic form, or to the process responsible for physical
invoice production and distribution. Verifying invoice quality is either a manual operation
or an automatic behaviour. The process is responsible for ensuring the invoice format and
content can meet customer requirements. When verifying invoice quality is failed, the
process is also responsible for sending the invoice back to another process to reprocess.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Customer Invoice Archive

Process Identifier: 1.1.1.10.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Store the customer invoice for a period of time is to address regulation and/or internal
requirements, during which they can be accessed to support any customer or regulator
agency inquiries on bill invoices.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Management Customer Invoice Archive process is to store the customer
invoice for a period of time, to perform regulation and/or serve internal requirements,
during which they can be accessed to support any customer or regulator agency inquiries
on bill invoices, and the process is further responsible for archiving the customer invoices
to historical customer invoice after a period of time according to Service Provider's
management requirements. Furthermore the process is responsible for managing and
maintaining archiving cycle.

Optional
Not used for this process element

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Interactions
Not used for this process element

1.1.1.10.3 Produce & Distribute Bill

Figure 46. Produce & Distribute Bill decomposition into level 4 processes

Produce & Distribute Bill

Process Identifier: 1.1.1.10.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Physical production and distribution of bills to customers in accordance with the specified
billing cycle.

Extended Description
The purpose of the Produce & Distribute Customer Bill Invoice process is the physical
production and distribution of bills to customers in accordance with the specified billing
cycle. This process is responsible for all activities associated with ensuring a physical bill
is delivered to customers.
The responsibilities of the process include, but are not limited to:
• Establishing and managing the physical bill production cycle;
• Establishing the requirements for, and managing the agreed commercial arrangements
with, appropriate outsourced suppliers of the production and distribution capabilities;
• Delivery of invoice information to the physical production processes;

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• Coordinating with promotional processes for any billing insertions to be included with the
bill;
• If internal processes are used, managing availability of paper and envelope volumes to
meet the needs of the physical production process;
• If internal production facilities are used, managing the production runs to create the bills;
and
• Quality management of the physical production and distribution processes.
Note that in the above processes for establishing arrangements with outsourced suppliers
that the Supply Chain Capability Delivery processes are used as the vehicle for creating
the commercial agreements.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Co-ordinate Billing Insertion

Process Identifier: 1.1.1.10.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Co-ordinate with promotional processes for any billing insertions to be included with the
bill.

Extended Description
Not used for this process element.

Explanatory
The purpose of Co-ordinate Billing Insertion process is to co-ordinate with promotional
processes for any billing insertions to be included with the bill.

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Mandatory
This process is responsible for determining the content of insertion and the position of
insertion in invoice. The insertion can be the service information provided by Service
Provider, advertisements and recommendation of billing for customers. This process is
also responsible for ensuring the billing insertion attracting the customer interests and not
leading to customer complaints.

Optional
This process can base customer feedbacks on the insertion to adjust or remove the
insertion.

Interactions
Not used for this process element

Establish & Manage Bill Production Cycle

Process Identifier: 1.1.1.10.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and manage the physical bill production cycle.

Extended Description
Not used for this process element.

Explanatory
The purpose of Establish & Manage Bill Production Cycle process is to establish and
manage the physical bill production cycle.

Mandatory
This process is responsible for identifying the deadline of the customer requiring physical
bill productions, time cycle for producing and distributing to ensure that the physical bill
production can be received by the customer on time. This process is responsible for
ensuring that physical bills are produced in time to be received by customers on time.
This process takes production and distribution cycle timing into account when
establishing bill production schedules.

Optional
Not used for this process element

Interactions

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Not used for this process element

Deliver Invoice Information

Process Identifier: 1.1.1.10.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Deliver the invoice information to the physical production processes.

Extended Description
Not used for this process element.

Explanatory
The invoice information includes both billing information and insertion information.

Mandatory
The purpose of the Deliver Invoice Information process is to ensure that the invoice
information can be delivered to invoice physical production process. This process is also
responsible for monitoring the status of information delivery channel and ensuring the
channel availability.

Optional
Not used for this process element

Interactions
Not used for this process element

Administer Commercial Arrangement for Production and Distribution Capability

Process Identifier: 1.1.1.10.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Establish the requirements for, and manage the agreed commercial arrangements with,
appropriate outsourced suppliers of the production and distribution capabilities.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Administer Commercial Arrangement for Production and Distribution
Capability process is to establish the requirements for, and manage the agreed
commercial arrangements with, appropriate outsourced suppliers of the production and
distribution capabilities. This process is responsible for output of the production and
distribution requirements to outsourced supplier and amending the requirements based
on the negotiation between Service Provider and outsourced supplier. This process is
also responsible for drafting commercial contracts terms, including the responsibilities,
payment condition, payment type, SLA, and signing the commercial contract with
outsource supplier.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Paper and Envelope Availability

Process Identifier: 1.1.1.10.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage availability of paper and envelope volumes to meet the needs of the physical
production process, if internal processes are used.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

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Mandatory
The purpose of the Manage Paper and Envelope Availability process is to ensure the
quantities of papers and envelopes are enough before starting invoice physical
production. This process is responsible for ensuring the quality of paper and envelopes
that fit the requirements from subsequent invoice physical production processes. For
example the volume of envelope is suitable. If the requirements don’t fit, this process is
responsible for detecting the problems and reporting to other processes if required.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Production Run to Create Bill

Process Identifier: 1.1.1.10.3.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the production runs to create the bills, if internal production facilities are used.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Manage Production Run to Create Bill process is to manage the
production runs to create the bills, if internal production facilities are used. This process is
responsible for producing the physical bill based on the invoice information and, if
necessary, wrapping bills into envelopes. The process also is responsible for monitoring
that the produced bills are ready to be distributed.

Optional
Not used for this process element

Interactions

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Not used for this process element

Manage Physical Production & Distribution Quality

Process Identifier: 1.1.1.10.3.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage quality of the physical production and distribution processes, if internal
production facilities are used.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Manage Physical Production & Distribution Quality process is to manage
quality of the physical production and distribution processes, if internal production
facilities are used.
This process is responsible for monitoring the whole physical production and distribution
running, check the quality and validity of production and observing the distribution time
cycle.
This process is responsible for ensuring that the contents of production, including billing
parts and insertion parts, are satisfied by customers and the productions can be delivered
to customers’ address on time and accurately.
This process is also responsible for monitoring the efficiency of production process to
ensure that the production process can timely produce a large number of productions to
avoid distribution delay.

Optional
The quality and validity of production can include correct association of customer, bill and
time period of bill, printing quality, format of the production.

Interactions
Not used for this process element

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1.1.1.11 Bill Payments & Receivables

Management

Figure 47. Bill Payments & Receivables Management decomposition into level 3 processes

Bill Payments & Receivables Management

Process Identifier: 1.1.1.11

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that enterprise revenue is collected through pre-established collection channels
and put in place procedures to recover past due payments.

Extended Description
The purpose of the Bill Payments & Receivables Management processes is to ensure
that enterprise revenue is collected through pre-established collection channels and put in
place procedures to recover past due payments. These processes are responsible for
managing customer’s billing account, processing their payments, performing payment
collections and monitoring the status of the account balance.

These processes are responsible for, but not limited to:

• Establishment and management of customer payment processes and channels;
• Establishment and management of debt collection processes; and

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• Establishment and management of third party arrangements to support collection and

recovery of past due payments.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Customer Billing

Process Identifier: 1.1.1.11.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure effective management of the customer’s billing account as it relates to the
products purchased and consumed throughout the appropriate billing cycle.

Extended Description
The primary purpose of this process pertains to effective management of the customer’s
billing account as it relates to the products purchased and consumed throughout the
appropriate billing cycle. This process focuses on managing changes to the customer’s
billing account (for example, customer billing address, etc.) as it relates to the customer’s
service portfolio, such as ensuring that the correct purchased products are assigned to
the customer’s billing account for accurate billing.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Manage Customer Payments

Process Identifier: 1.1.1.11.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collect payments made by the customer and reconcile the payments to the invoices.

Extended Description
The purpose of the Manage Customer Payments process is to collect payments made by
the customer and reconcile the payments to the invoices. This process is meant to match
these payments with the services/invoices delivered to this customer. These processes
can include credit/debit/EFT payments using various channels, either directly or through
third parties, and cash or cheque payments, either directly or through third parties.

In all the above cases these processes are responsible for the processes interacting with
the customers and/or the third parties. The processes are also responsible for
establishing managing back-end bank accounts for receipt of the customer payments and
for the transfer of funds collected by third parties. These processes are responsible for
reconciling the money received into the bank accounts against the payments expected in
the invoices. Additionally these processes inform the Financial Management on all those
payments for updating the ledger.

These processes are responsible for establishing the requirements for, and managing
any commercial arrangements agreed with, third party suppliers. Note that the Supply
Chain Capability Delivery process is used to deliver the commercial agreements.

To the extent that processing of any payments is undertaken internally, i.e. cheque
processing, these processes are responsible for managing the operation and quality of
the internal processing.

Where payments do not match invoices, this process is responsible for informing the
Manage Customer Debt CollectionManage Debt Management processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments .
Underpayments and overpayments are handled appropriately by these separate
processes.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Customer Debt Collection

Process Identifier: 1.1.1.11.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collect past due payments from the customer.

Extended Description
The purpose of the Manage Customer Debt Collection process is to collect past due
payments from the customer. This process monitors the amount due from the customer,
i.e. check whether the payments are made on time, and implements necessary activities
and policies to recover amounts overdue.

The responsibilities of this process include, but are not limited to:
• Identifying invoices which are overdue for payment;
• Initiating and managing follow-up with customers having overdue amounts;
• Arranging and monitoring payment plans to allow customers to pay overdue amounts in
installments;
• Initiating debt recovery activities in accordance with appropriate commercial practice
and policies;
• Managing the aged customer debt portfolio;
• Establishing and managing customer debt profiles to assist in managing debt recovery
and debt risk on a customer, product or customer group basis;
• Establishing and managing commercial arrangements with third parties for the recover
of aged debt, and/or for the write-off and selling of parts of the debt portfolio to third
parties

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Note that these processes may initiate a direct enquiry to the customer and attempt to
manage the initial recovery through the Bill Inquiry Handling processes. These processes
use policies established by the Support Bill Payments & Receivable Management
process to direct any escalation of the recovery processes being employed.

Note that where third party arrangements need to be put in place, these processes are
responsible for establishing the requirements for, and managing any commercial
arrangements agreed with, third party suppliers. The Supply Chain Capability Delivery
process is used to deliver the commercial agreements.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.11.2 Manage Customer Payments

Figure 48. Manage Customer Payments decomposition into level 4 processes

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Manage Customer Payments

Process Identifier: 1.1.1.11.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collect payments made by the customer and reconcile the payments to the invoices.

Extended Description
The purpose of the Manage Customer Payments process is to collect payments made by
the customer and reconcile the payments to the invoices. This process is meant to match
these payments with the services/invoices delivered to this customer. These processes
can include credit/debit/EFT payments using various channels, either directly or through
third parties, and cash or cheque payments, either directly or through third parties.

In all the above cases these processes are responsible for the processes interacting with
the customers and/or the third parties. The processes are also responsible for
establishing managing back-end bank accounts for receipt of the customer payments and
for the transfer of funds collected by third parties. These processes are responsible for
reconciling the money received into the bank accounts against the payments expected in
the invoices. Additionally these processes inform the Financial Management on all those
payments for updating the ledger.

These processes are responsible for establishing the requirements for, and managing
any commercial arrangements agreed with, third party suppliers. Note that the Supply
Chain Capability Delivery process is used to deliver the commercial agreements.

To the extent that processing of any payments is undertaken internally, i.e. cheque
processing, these processes are responsible for managing the operation and quality of
the internal processing.

Where payments do not match invoices, this process is responsible for informing the
Manage Customer Debt CollectionManage Debt Management processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments .
Underpayments and overpayments are handled appropriately by these separate
processes.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Customer Payment Plan

Process Identifier: 1.1.1.11.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage payment plans made with the customer.

Extended Description
Not used for this process element.

Explanatory
Customer can decide payment plans to automatically pay bills from a designated account
that can be credit card, back account, third party and etc. It also enables paying a bill in
installment. For example, customer can apply make a payment $20 per month for $100
bill in 5 months.
The payment plan can enable making a payment by pre-defined payment method. For
example, customer defines paying mobile monthly line rental fee by direct debt and
paying digital TV programmes by cash.

Mandatory
The purpose of Manage Customer Payment Plan process is to establish new payment
plans, modify or remove existing payment plans.

Optional
Not used for this process element

Interactions
Not used for this process element

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Collect Customer Payment

Process Identifier: 1.1.1.11.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collect payments made by the customer.

Extended Description
Not used for this process element.

Explanatory
Note that the Establish Back-End Bank Account process is used to create the link to
collection customer payment via bank.

Mandatory
The purpose of Collect Customer Payment process is to collect the payments from the
customer. To the extent that processing of any payments is undertaken internally, i.e.
check processing, these processes are responsible for managing the operation and
quality of the internal processing.

Optional
These processes can include credit/debit/EFT payments using various channels, either
directly or through third parties, and cash or check payments, either directly or through
third parties.

Interactions
Not used for this process element

Reconcile Customer Payment

Process Identifier: 1.1.1.11.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Reconcile the payments to the invoices.

Extended Description
Not used for this process element.

Explanatory
Underpayments and overpayments are handled appropriately by Manage Customer Debt
Collection and Bill Inquiry Handling processes.

Mandatory
The purpose of Reconcile Customer Payment process is to reconcile the payments to the
invoices. This process is meant to match these payments with the services/invoices
delivered to this customer. Where payments do not match invoices, this process is
responsible for informing the Manage Customer Debt Collection processes of any
underpayments, and the Bill Inquiry Handling processes for any over-payments. These
processes are responsible for reconciling the money received into the bank accounts
against the payments expected in the invoices. Additionally these processes inform the
Financial Management on all those payments for updating the ledger.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Back-End Bank Account

Process Identifier: 1.1.1.11.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage back-end bank accounts for receipt of the customer payments and for the
transfer of funds collected by third parties.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

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Mandatory
The purpose of Manage Back-End Bank Account process is to manage back-end bank
accounts for receipt of the customer payments and for the transfer of funds collected by
third parties. These processes are responsible for managing payment commercial
agreement agreed with banks and the payment interfaces for collecting the customer
payments.

Optional
Not used for this process element

Interactions
Not used for this process element

Administer Commercial Arrangement for Third Party Supplier

Process Identifier: 1.1.1.11.2.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish the requirements for, and manage any commercial arrangements agreed with,
third party suppliers.

Extended Description
Not used for this process element.

Explanatory
The requirements can include payment transfer cycle, payment interface requirements
and payment methods requirements. Note that the Supply Chain Capability Delivery
process is used to deliver the commercial agreements.

Mandatory
The purpose of Administer Commercial Arrangement for Third Party Supplier process is
to establish the requirements for, and manage any commercial arrangements agreed
with, third party suppliers of payment services. After commercial arrangements are
agreed, this process is responsible for monitor the execution of the commercial
arrangements.

Optional
Not used for this process element

Interactions

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Note that the Supply Chain Capability Delivery process is used to deliver the commercial
agreements.

1.1.1.11.3 Manage Customer Debt

Collection

Figure 49. Manage Customer Debt Collection decomposition into level 4 processes

Manage Customer Debt Collection

Process Identifier: 1.1.1.11.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collect past due payments from the customer.

Extended Description
The purpose of the Manage Customer Debt Collection process is to collect past due
payments from the customer. This process monitors the amount due from the customer,
i.e. check whether the payments are made on time, and implements necessary activities
and policies to recover amounts overdue.

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The responsibilities of this process include, but are not limited to:
• Identifying invoices which are overdue for payment;
• Initiating and managing follow-up with customers having overdue amounts;
• Arranging and monitoring payment plans to allow customers to pay overdue amounts in
installments;
• Initiating debt recovery activities in accordance with appropriate commercial practice
and policies;
• Managing the aged customer debt portfolio;
• Establishing and managing customer debt profiles to assist in managing debt recovery
and debt risk on a customer, product or customer group basis;
• Establishing and managing commercial arrangements with third parties for the recover
of aged debt, and/or for the write-off and selling of parts of the debt portfolio to third
parties

Note that these processes may initiate a direct enquiry to the customer and attempt to
manage the initial recovery through the Bill Inquiry Handling processes. These processes
use policies established by the Support Bill Payments & Receivable Management
process to direct any escalation of the recovery processes being employed.

Note that where third party arrangements need to be put in place, these processes are
responsible for establishing the requirements for, and managing any commercial
arrangements agreed with, third party suppliers. The Supply Chain Capability Delivery
process is used to deliver the commercial agreements.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Overdue Invoice

Process Identifier: 1.1.1.11.3.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify invoices which are overdue for payment.

Extended Description
Not used for this process element.

Explanatory
i.e. check whether the payments are made on time, and implements necessary activities
and policies to recover amounts overdue.

Mandatory
The purpose of Identify Overdue Invoice process is to identify invoices which are overdue
for payment. It monitors the amount due from the customer

Optional
Not used for this process element

Interactions
Not used for this process element

Administer Overdue Invoice Follow-Up

Process Identifier: 1.1.1.11.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Initiate and manage follow-up with customers having overdue amounts.

Extended Description
Not used for this process element.

Explanatory
These processes can be set up routinely or manually.The follow-ups can include overdue
invoice reminding, customer credit control, service restriction, establishing customer debt
profile, selling parts of debt portfolios to third party for debt recovery.

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Mandatory
The purpose of Administer Overdue Invoice Follow-Up process is to initiate and manage
follow-up with customers having overdue amounts.This process is responsible for setting
up the follow-ups based on the policies. The policies are associated to customer’s profile
such as customer credit, customer group, overdue amounts, debt occurrence times,
purchased products and etc. This process is also responsible for modifying or removing
the designated follow-ups when the policies or situations are changed.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Overdue Invoice Payment

Process Identifier: 1.1.1.11.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Arrange and monitor payment plans to allow customers to pay overdue amounts in
installments.

Extended Description
Not used for this process element.

Explanatory
The payment plan is associated to customer’s profile such as the customer’s credit,
payment history, customer group or purchased products.

Mandatory
The purpose of Manage Overdue Invoice Payment process is to arrange and monitor
payment plans to allow customers to pay overdue amounts in installments. This process
arranges payment plans to allow customers to pay overdue amounts, leads to an
agreement with the customers, and monitors the execution of the payment plans.This
process should consider the payment amounts in installment whether can be undertaken
by the customer.

Optional
Not used for this process element

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Interactions
Not used for this process element

Establish & Manage Customer Debt Profiles

Process Identifier: 1.1.1.11.3.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and manage customer debt profiles to assist in managing debt recovery and
debt risk on a customer, product or customer group basis.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Establish & Manage Customer Debt Profiles process is to establish and
manage customer debt profiles to assist in managing debt recovery and debt risk on a
customer, product or customer group basis. The customer debt profile is a part of
customer’s profile, which can include customer credit, customer group, overdue date,
overdue amounts, overdue occurring times, debt recovery means and occurring times,
customer debt recovery response and etc. This process is responsible for keeping
updates of the customer debt profiles according to results from Initiate Customer Debt
Recovery Activities process.

Optional
Not used for this process element

Interactions
Other process can base the customer debt profile to upgrade or downgrade the customer
credit or apply other controls.

Establish & Manage Commercial Debt Recovery Arrangement

Process Identifier: 1.1.1.11.3.7

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and manage commercial arrangements with third parties for the recover of aged
debt, and/or for the write-off and selling of parts of the debt portfolio to third parties.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Establish & Manage Commercial Debt Recovery Arrangement process is
to establish and manage commercial arrangements with third parties for the recovery of
aged debt, and/or for the write-off and selling of parts of the debt portfolio to third parties.
This process is responsible for filtering and packaging the aged customer debt portfolios
based on the Service Provider’s policies, deciding the third parties’ action items and
monitoring the status of the arrangements.

Optional
Not used for this process element

Interactions
Note that the Supply Chain Capability Delivery process is used to deliver the commercial
agreements.

Initiate Customer Debt Recovery Activities

Process Identifier: 1.1.1.11.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Initiate debt recovery activities in accordance with appropriate commercial practice and
policies.

Extended Description
Not used for this process element.

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Explanatory
Not used for this process element

Mandatory
The purpose of Initiate Customer Debt Recovery process is to initiate customer debt
recovery activities in accordance with appropriate commercial practice and policies. This
process includes deciding appropriate recovery activities based on debt recovery policies,
launching debt recovery activities and monitoring the executions.
The debt recovery policies are associated to the customer’s profile such as payment
history, customer group, purchased products, overdue amounts. This process includes
overdue invoice reminding via phone call, SMS, email, by manually or automatically, by
humans or applications. This process is also responsible for terminating customer debt
recovery activities when the customer pays.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Aged Customer Debt Portfolio

Process Identifier: 1.1.1.11.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the aged customer debt portfolio.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Manage Aged Customer Debt Portfolio process is to manage the aged
customer debt portfolio. When the customer debt can’t be recovered in a period of time
decided by Service Provider, this process is responsible to transform this customer debt
to aged customer debt portfolio.

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This process is responsible for transforming the overdue invoice to the aged customer
debt portfolio when it didn’t be recovered after a time of period or based on other triggers
according to the Service Provider’s policies. The aged customer debt portfolio should
include all the information of the customer debt profiles. The process is also responsible
for managing and maintaining transforming cycle.
When the overdue payment is recovered after transforming, this process is responsible to
remove the aged customer debt portfolio and notice Establish & Manage Customer Debt
Profiles process to update the customer debt profile.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.12 Bill Inquiry Handling

Figure 50. Bill Inquiry Handling decomposition into level 3 processes

Bill Inquiry Handling

Process Identifier: 1.1.1.12

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the timely and effective fulfillment of all customer bill inquiries and complaints.

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Extended Description
The purpose of Bill Inquiry Handling process is to ensure the timely and effective
fulfillment of all customer bill inquiries and complaints. This process is responsible for
managing customer interaction as it relates to a customer’s billing relationship to a
Service Provider. This includes the creation of inquiries against the customer’s billing
account(s), and management of changes to customer billing account structure and
details, the managing of all customer bill inquiry lifecycle, reporting changes and updates
and closing of customer bill inquiry when all activities were accomplished. This process
can be viewed via traditional means, with a service representative managing the
customer or via e-business means. In the latter case, inquiries, complaints and changes
to details would be handled via electronic media without the intervention of a
representative.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create Customer Bill Inquiry Report

Process Identifier: 1.1.1.12.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new customer bill inquiry report.

Extended Description
The objective of the Create Customer Bill Inquiry Report process is to create a new
customer bill inquiry report, modify existing customer bill inquiry reports, and request
cancellation of existing customer bill inquiry reports.

A new customer bill inquiry report may be created as a result of specific customer initiated
bill inquiry or complaint notifications.

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If the customer bill inquiry report is created, the Create Customer Bill Inquiry Report
processes are responsible for converting the received information into a form suitable for
the Bill Inquiry Handling processes, and for requesting additional information if required.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess Customer Bill Inquiry Report

Process Identifier: 1.1.1.12.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assess the bill inquiry report to determine the nature of the inquiry, and to determine
whether the inquiry has arisen due to circumstances originating in other process areas.

Extended Description
The purpose of the Assess Customer Bill Inquiry Report processes is to assess the bill
inquiry report to determine the nature of the inquiry, and to determine whether the inquiry
has arisen due to circumstances originating in other process areas.

The responsibilities of these processes include, but are not limited to:

- Verifying whether the information supplied by the customer is correct; and

- Performing assessment and investigation based on the customer provided information

to determine whether the circumstances leading to the bill inquiry is linked to the
underlying services, or other processes.

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The Assess Customer Bill Inquiry Report processes will make the results of the
investigation available to other processes. The Assess Customer Bill Inquiry Report
processes will update the customer bill inquiry report, as required during the assessment,
and when the root cause has been identified.

The Assess Customer Bill Inquiry Report processes will notify the Track & Manage Bill
Inquiry Resolution processes when the investigation and assessment is complete.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Authorize Customer Bill Invoice Adjustment

Process Identifier: 1.1.1.12.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Adjust the customer’s bill invoice based on detailed assessment and/or policy.

Extended Description
The purpose of the Authorize Customer Bill Invoice Adjustment processes is to adjust the
cus-tomer’s bill invoice based on detailed assessment and/or policy.

The responsibilities of this process include, but are not limited to:

- Determination of whether policy allows for automated adjustment of the customer bill
invoice, and approving any resultant adjustments;

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- Undertaking more detailed analysis and investigation to determine whether a bill

adjustment is acceptable, including gaining appropriate management authority to make
the adjustment; and

- Recording the results of the adjustment if approved into the records relating to the
customer’s bill invoice.

These processes rely on the availability of appropriate adjustment policies, which are
created within the Support Bill Inquiry Handling processes, for the timely resolution of
major billing disputes.

The resolution processes may require investigation of the billing processes themselves to
de-termine whether the disputed bills are the result of quality errors within the Service
Provider processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track & Manage Customer Bill Inquiry Resolution

Process Identifier: 1.1.1.12.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
adjustments and ensuring that appropriate credits and/or other agreed adjustments are
made available to the adjustments processes activities, and escalate any open customer
bill inquiries in jeopardy.

Extended Description

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The objective of the Track & Manage Customer Bill Inquiry Resolution processes is to
efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
adjustments and ensuring that appropriate credits and/or other agreed adjustments are
made available to the adjustments processes activities, and escalate any open customer
bill inquiries in jeopardy.

Responsibilities of these processes include, but are not limited to:

- Scheduling, assigning and coordinating analysis and specific customer bill

inquiry/complaint adjustment activities;

- Modifying the customer bill inquiry/complaint status;

- Canceling a customer bill inquiry when the specific request was related to a false billing
event; and

- Monitoring the jeopardy status of open customer bill inquiries, and escalating customer
bill inquiries as necessary.

Note that some specific product and/or service components may be owned and managed
by suppliers/partners. In these cases the Track & Manage Customer Bill Inquiry
Resolution process is responsible for initiating requests, through - S/P Settlements &
Payments Management for resolution by the supplier/partner of the specific bill
inquiries/complaints.

These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Bill Inquiry Resolution processes will also inform the Close
Customer Bill Inquiry processes by modifying the customer bill inquiry status to cleared
when the specific customer bill inquiry/complaint issues have been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Report Customer Bill Inquiry

Process Identifier: 1.1.1.12.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Report on the customer’s bill inquiry.

Extended Description
The objective of the Report Customer Bill Inquiry processes is to monitor the status of
customer bill inquiries, provide notifications of any changes and provide management
reports.

These processes are responsible for continuously monitoring the status of customer bill
inquiries and managing notifications to other processes and to other parties, including
customers, reg-istered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support Bill Inquiry Handling processes.

These processes record, analyze and assess the customer bill inquiry status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Bill Inquiry Handling processes. These specialized
summaries could be specific reports required by specific audiences and/or customers.

These processes also report any identified constraints that can affect customer billing
quality standards to other processes. These constraints may include specific resource
(billing applica-tion and/or database, for example) failures, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Close Customer Bill Inquiry Report

Process Identifier: 1.1.1.12.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a customer bill inquiry report when the bill inquiry/complaint has been resolved.

Extended Description
The objective of the Close Customer Bill Inquiry Report processes is to close a customer
bill inquiry report when the bill inquiry/complaint has been resolved.

These processes monitor the status of all open customer bill inquiry reports, and
recognize that a customer bill inquiry report is ready to be closed when the status is
changed to cleared.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.12.1 Create Customer Bill Inquiry

Report

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Figure 51. Create Customer Bill Inquiry Report decomposition into level 4 processes

Create Customer Bill Inquiry Report

Process Identifier: 1.1.1.12.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new customer bill inquiry report.

Extended Description
The objective of the Create Customer Bill Inquiry Report process is to create a new
customer bill inquiry report, modify existing customer bill inquiry reports, and request
cancellation of existing customer bill inquiry reports.

A new customer bill inquiry report may be created as a result of specific customer initiated
bill inquiry or complaint notifications.

If the customer bill inquiry report is created, the Create Customer Bill Inquiry Report
processes are responsible for converting the received information into a form suitable for
the Bill Inquiry Handling processes, and for requesting additional information if required.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Generate Customer Bill Inquiry

Process Identifier: 1.1.1.12.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Generate a new customer bill inquiry.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Generate Customer Bill Inquiry is to generate a new customer bill inquiry.

Optional
A new customer bill inquiry may be generated as a result of specific customer initiated bill
inquiry or complaint notifications.

Interactions
Not used for this process element

Modify Customer Bill Inquiry (Deleted)

Process Identifier: 1.1.1.12.1.2 (This Process ID has been deliberately unused!)

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Cancel Customer Bill Inquiry (Deleted)

Process Identifier: 1.1.1.12.1.3 (This Process ID has been deliberately unused!)

Convert Customer Bill Inquiry

Process Identifier: 1.1.1.12.1.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Convert the received information into a form suitable for the Bill Inquiry Handling
processes

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Convert Customer Bill Inquiry process is to convert the received
information into a form suitable for the Bill Inquiry Handling processes. This process is
responsible for extracting data from received information, and applying the suitable
template.

Optional
Not used for this process element

Interactions
Not used for this process element

Request Additional Bill Inquiry Information

Process Identifier: 1.1.1.12.1.5

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Request additional information for the Bill Inquiry Handling processes

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Request Additional Bill Inquiry Information process is to request additional
in-formation for the Bill Inquiry Handling processes. The additional information requiring
can be happening at anytime during Bill Inquiry Handling process. This process is
responsible for avoiding the duplication of the additional bill inquiry information request
and ensuring the requested information hasn’t already existed in customer bill inquiry.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.12.2 Assess Customer Bill Inquiry

Report

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Figure 52. Assess Customer Bill Inquiry Report decomposition into level 4 processes

Assess Customer Bill Inquiry Report

Process Identifier: 1.1.1.12.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assess the bill inquiry report to determine the nature of the inquiry, and to determine
whether the inquiry has arisen due to circumstances originating in other process areas.

Extended Description
The purpose of the Assess Customer Bill Inquiry Report processes is to assess the bill
inquiry report to determine the nature of the inquiry, and to determine whether the inquiry
has arisen due to circumstances originating in other process areas.

The responsibilities of these processes include, but are not limited to:

- Verifying whether the information supplied by the customer is correct; and

- Performing assessment and investigation based on the customer provided information

to determine whether the circumstances leading to the bill inquiry is linked to the
underlying services, or other processes.

The Assess Customer Bill Inquiry Report processes will make the results of the
investigation available to other processes. The Assess Customer Bill Inquiry Report

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processes will update the customer bill inquiry report, as required during the assessment,
and when the root cause has been identified.

The Assess Customer Bill Inquiry Report processes will notify the Track & Manage Bill
Inquiry Resolution processes when the investigation and assessment is complete.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Verify Customer Bill Inquiry

Process Identifier: 1.1.1.12.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Verify whether the information supplied by the customer is correct.

Extended Description
Not used for this process element.

Explanatory
For examples: verify customer name, validate customer account number, identify the
association of customer and billing account.

Mandatory
The purpose of Verify Customer Bill Inquiry process is to verify whether the information
sup-plied by the customer is correct.

Optional

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Not used for this process element

Interactions
Not used for this process element

Assess and Investigate Customer Bill Inquiry

Process Identifier: 1.1.1.12.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assess and investigate customer bill inquiry based on the customer provided information.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Assess and Investigate Customer Bill Inquiry is to assess and investigate
customer bill inquiry based on the customer provided information to determine whether
the circumstances leading to the bill inquiry is linked to the underlying services, or other
processes. Update the customer bill inquiry report, as required during the assessment.

Optional
Not used for this process element

Interactions
ake the results of the investigation available to other processes.

Identify Customer Bill Inquiry Root Cause

Process Identifier: 1.1.1.12.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Identify the root cause on customer bill inquiry.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Identify Customer Bill Inquiry Root Cause is to identify the root cause on
cus-tomer bill inquiry and make the results available to other processes. Once the root
cause is identified, this process will notify Modify Customer Bill Inquiry process to update
the customer bill inquiry report.

Optional
Not used for this process element

Interactions
Not used for this process element

Complete Customer Bill Inquiry Assessment

Process Identifier: 1.1.1.12.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Complete the assessment when the investigation and assessment is complete.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory

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The purpose of Complete Customer Bill Inquiry Assessment process is to finish the
assessment when the investigation and assessment is complete. This process is
responsible for notifying the Track & Manage Bill Inquiry Resolution processes about the
completion.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.12.3 Authorize Customer Bill Invoice

Adjustment

Figure 53. Authorize Customer Bill Invoice Adjustment decomposition into level 4 processes

Authorize Customer Bill Invoice Adjustment

Process Identifier: 1.1.1.12.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Adjust the customer’s bill invoice based on detailed assessment and/or policy.

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Extended Description
The purpose of the Authorize Customer Bill Invoice Adjustment processes is to adjust the
cus-tomer’s bill invoice based on detailed assessment and/or policy.

The responsibilities of this process include, but are not limited to:

- Determination of whether policy allows for automated adjustment of the customer bill
invoice, and approving any resultant adjustments;

- Undertaking more detailed analysis and investigation to determine whether a bill

adjustment is acceptable, including gaining appropriate management authority to make
the adjustment; and

- Recording the results of the adjustment if approved into the records relating to the
customer’s bill invoice.

These processes rely on the availability of appropriate adjustment policies, which are
created within the Support Bill Inquiry Handling processes, for the timely resolution of
major billing disputes.

The resolution processes may require investigation of the billing processes themselves to
de-termine whether the disputed bills are the result of quality errors within the Service
Provider processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine Automated Bill Adjustment

Process Identifier: 1.1.1.12.3.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Determination of whether policy allows for automated adjustment of the customer bill
invoice, and approving any resultant adjustments.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Determine Automated Bill Adjustment process is to determine whether
policy allows for automated adjustment of the customer bill invoice and approving any
resulting ad-justments. When the authorization is approved, this process is responsible
for notifying the relevant process to apply the adjustment

Optional
Not used for this process element

Interactions
Not used for this process element

Analyze Detailed Bill Inquiry

Process Identifier: 1.1.1.12.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyse and investigate to determine whether a bill adjustment is acceptable.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

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Mandatory
The purpose of Analyze Detailed Bill Inquiry process is to undertake more detailed
analysis and investigation to determine whether a bill adjustment is acceptable, including
gaining appropriate management authority to make the adjustment. These processes rely
on the availability of appropriate adjustment policies, which are created within the Support
Bill Inquiry Handling processes, for the timely resolution of major billing disputes.

Optional
The resolution processes may require investigation of the billing processes themselves to
de-termine whether the disputed bills are the result of quality errors within the Service
Provider processes.

Interactions
These processes rely on the availability of appropriate adjustment policies, which are
created within the Support Bill Inquiry Handling processes, for the timely resolution of
major billing disputes.

Record Customer Bill Invoice Adjustment

Process Identifier: 1.1.1.12.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Record the results of the adjustment if approved into the records relating to the
customer’s bill invoice.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Record Customer Bill Invoice Adjustment process is to record the results
of the adjustment if approved into the records relating to the customer’s bill invoice. This
process is responsible for recording the entire adjustment events including adjustment
operator, timestamp and detailed reason, for management purpose.

Optional
Not used for this process element

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Interactions
Not used for this process element

1.1.1.12.4 Track & Manage Customer Bill

Inquiry Resolution

Figure 54. Track & Manage Customer Bill Inquiry Resolution decomposition into level 4 processes

Schedule Customer Bill Inquiry Analysis and Adjustment Activities

Process Identifier: 1.1.1.12.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Schedule analysis and specific customer bill inquiry/complaint adjustment activities.

Extended Description
Not used for this process element.

Explanatory

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Not used for this process element

Mandatory
The purpose of Schedule Customer Bill Inquiry Analysis and Adjustment Activities
process is to schedule analysis and specific customer bill inquiry/complaint adjustment
activities. This process is responsible for planning the analysis and adjustment activities
in specific order and allotted time.

Optional
Not used for this process element

Interactions
Not used for this process element

Track & Manage Customer Bill Inquiry Resolution

Process Identifier: 1.1.1.12.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
adjustments and ensuring that appropriate credits and/or other agreed adjustments are
made available to the adjustments processes activities, and escalate any open customer
bill inquiries in jeopardy.

Extended Description
The objective of the Track & Manage Customer Bill Inquiry Resolution processes is to
efficiently assign, coordinate and track specific customer bill inquiry analysis, bill
adjustments and ensuring that appropriate credits and/or other agreed adjustments are
made available to the adjustments processes activities, and escalate any open customer
bill inquiries in jeopardy.

Responsibilities of these processes include, but are not limited to:

- Scheduling, assigning and coordinating analysis and specific customer bill

inquiry/complaint adjustment activities;

- Modifying the customer bill inquiry/complaint status;

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- Canceling a customer bill inquiry when the specific request was related to a false billing
event; and

- Monitoring the jeopardy status of open customer bill inquiries, and escalating customer
bill inquiries as necessary.

Note that some specific product and/or service components may be owned and managed
by suppliers/partners. In these cases the Track & Manage Customer Bill Inquiry
Resolution process is responsible for initiating requests, through - S/P Settlements &
Payments Management for resolution by the supplier/partner of the specific bill
inquiries/complaints.

These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Bill Inquiry Resolution processes will also inform the Close
Customer Bill Inquiry processes by modifying the customer bill inquiry status to cleared
when the specific customer bill inquiry/complaint issues have been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Coordinate Customer Bill Inquiry Analysis and Adjustment Activities

Process Identifier: 1.1.1.12.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Coordinate analysis and specific customer bill inquiry/complaint adjustment activities.

Extended Description

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Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Coordinate Customer Bill Inquiry Analysis and Adjustment Activities
process is to coordinate analysis and specific customer bill inquiry/complaint adjustment
activities. The process is responsible for ensuring that appropriate credits and/or other
agreed adjustments are made available to the adjustments processes activities,
coordinating all the actions necessary in order to guarantee that all tasks are finished at
the appropriate time and in the appropriate se-quence.

Optional
Not used for this process element

Interactions
Not used for this process element

Assign Customer Bill Inquiry Analysis and Adjustment Activities

Process Identifier: 1.1.1.12.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assign analysis and specific customer bill inquiry/complaint adjustment activities.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Assign Customer Bill Inquiry Analysis and Adjustment Activities process
is to assign analysis and specific customer bill inquiry/complaint adjustment activities.
This process is responsible for decomposing an activity to subsequent tasks and
appointing other processes to accomplish them.

Optional

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Not used for this process element

Interactions
Not used for this process element

Modify Customer Bill Inquiry

Process Identifier: 1.1.1.12.4.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Modify existing customer bill inquiries

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Modify Customer Bill Inquiry process is to modify existing customer bill in-
quiries when the bill inquiry or complaint is changed by the customer, a CSR or other
processes. This process is also responsible for changing the status of customer bill
inquiries/complains.

Optional
Not used for this process element

Interactions
Not used for this process element

Cancel Customer Bill Inquiry

Process Identifier: 1.1.1.12.4.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Request cancellation of existing customer bill inquiry reports

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Cancel Customer Bill Inquiry process is to cancel existing customer bill
inquiries.

Optional
The cancellation may be caused by the cancellation requests of bill inquiry from the
specific customers, a CSR or processes.

Interactions
Not used for this process element

Monitor Customer Bill Inquiry Jeopardy Status

Process Identifier: 1.1.1.12.4.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the jeopardy status of open customer bill inquiries

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Monitor Customer Bill Inquiry Jeopardy Status process is to monitor the
jeop-ardy status of open customer bill inquiries. This process is responsible for keeping

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close watch over the resolving progress. When customer bill inquiry isn’t handled in time,
this process will escalate customer billing inquiry for notification.

Optional
Not used for this process element

Interactions
Not used for this process element

Initiate S/P Customer Bill Inquiry Resolution Request

Process Identifier: 1.1.1.12.4.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Initiate requests, through - S/P Settlements & Payments Management for resolution by
the supplier/partner of the specific bill inquiries/complaints.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
The purpose of Initiate S/P Customer Bill Inquiry Resolution Request process is to Initiate
re-quests, through - S/P Settlements & Payments Management for resolution by the
supplier/partner of the specific bill inquiries/complaints. Some specific product and/or
service components may be owned and managed by suppliers/partners.

Optional
Not used for this process element

Interactions
In these cases, this process is responsible for initiating requests, through - S/P
Settlements & Payments Management for resolution by the supplier/partner of the
specific bill inquiries/complaints.

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1.1.1.12.5 Report Customer Bill Inquiry

Figure 55. Report Customer Bill Inquiry decomposition into level 4 processes

Report Customer Bill Inquiry

Process Identifier: 1.1.1.12.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Report on the customer’s bill inquiry.

Extended Description
The objective of the Report Customer Bill Inquiry processes is to monitor the status of
customer bill inquiries, provide notifications of any changes and provide management
reports.

These processes are responsible for continuously monitoring the status of customer bill
inquiries and managing notifications to other processes and to other parties, including
customers, reg-istered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support Bill Inquiry Handling processes.

These processes record, analyze and assess the customer bill inquiry status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Bill Inquiry Handling processes. These specialized
summaries could be specific reports required by specific audiences and/or customers.

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These processes also report any identified constraints that can affect customer billing
quality standards to other processes. These constraints may include specific resource
(billing applica-tion and/or database, for example) failures, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Customer Bill Inquiries

Process Identifier: 1.1.1.12.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of customer bill inquiries continuously.

Extended Description
Not used for this process element.

Explanatory
The monitoring starts when a customer bill inquiry is created until it is cancelled or
closed.

Mandatory
The purpose of Monitor Customer Bill Inquiries process is to continuously monitor the
status of all customer bill inquires. The process is responsible for logging all the status
changes on customer bill inquiries including creation, modification, cancellation and etc.

Optional

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Not used for this process element

Interactions
Not used for this process element

Provide Customer Bill Inquiry Change Notification

Process Identifier: 1.1.1.12.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage notifications to other processes and to other parties.

Extended Description
Not used for this process element.

Explanatory
Not used for this process element

Mandatory
This purpose of Provide Customer Bill Inquiry Change Notification process is to manage
notifications to other processes and to other parties, including customers, registered to
receive noti-fications of any status changes.

Optional
Not used for this process element

Interactions
Notification lists are managed and maintained by the Support Bill Inquiry Handling
processes.

Provide Management Reports

Process Identifier: 1.1.1.12.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Bill Inquiry Handling processes.

Extended Description
Not used for this process element.

Explanatory
These specialized summaries could be specific reports required by specific audiences
and/or customers.

Mandatory
The purpose of Provide Management Reports is to provide management reports and any
spe-cialized summaries of the efficiency and effectiveness of the overall Bill Inquiry
Handling processes. This process records, analyzes and assesses the customer bill
inquiry status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Bill Inquiry Handling processes. This
process also reports any identified constraints that can affect customer billing quality
standards to other processes.

Optional
These constraints may include specific resource (billing application and/or database, for
example) failures, etc.

Interactions
Not used for this process element

1.1.1.13 Charging

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Figure 56. Charging decomposition into level 3 processes

Charging

Process Identifier: 1.1.1.13

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing the assignment of a value (monetary or other) to an event or product, or
combination (bundle or aggregate) of the above.

Extended Description
The purpose of Charging is to assign a value (monetary or other) to an event or product,
or combination
(bundle or aggregate) of the above. The charge may be either a credit or a debit and can
be handled either online or offline.

Online charging is performed in real-time, requiring an authorization component which

may affect how the service is rendered and enables an operator to provide prepaid
services to its customers. Whereas offline charging is performed after the service is
rendered and is not required to be done in real-time and generally relates to subscription
based products.

The charge may appear on a customer invoice via Apply Pricing, Discounting,
Adjustments & Rebates.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Provide Advice of Charge/Rate

Process Identifier: 1.1.1.13.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Provide advice of charge/rate.

Extended Description
The activity of Provide Advice of Charge/Rate is responsible for providing advice on rates,
in real-time or offline, an estimate or value of the charge or rate for a specific usage or
service request. The advice is usually based upon performing a full rating process for the
request. The accuracy of the Advice underlies the complexity of the product offering - so
that a 100% accurate AOC might not always be available in realtime. In these cases
alternatives are ususally seeked (for example offline presentation / product type offering
change. Advice of charge can be provided pre-, during or post event. Advice of charge
can be used/utilized by several different end-2-end processes

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Perform Rating

Process Identifier: 1.1.1.13.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Calculating the value of the service/product, before, during or after the rendering of the
service.

Extended Description
Process responsible for calculating the value of the service/product, before, during or
after the rendering of the service, based on parameters of the request (type, quantity,
etc.), parameters of the customer/subscriber (tariffs, price plans, accumulated usage,
contracts, etc.) and other parameters (time-of-day, taxes, etc.). The same request maybe
rated differently for different subscribers based on their purchased offers or service
agreements.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Apply Rate Level Discounts

Process Identifier: 1.1.1.13.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Applies discounts to product prices.

Extended Description
This process applies discounts to product prices at an individual product level. A discount
may be expressed as a monetary amount or percentage, and modifies a price for a
product. When a discount is expressed as a percentage, the discounting process
determines the discount calculated in relation to the price for the product.

The discount may be displayed as a separate entry on the bill or may be combined with
the rate for the product to only show as one entry.

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Discounts may be a one-time event or may have some duration (days, months, life of
product, etc.). Discounts may apply to a specific customer or be generally available
based on selection of products (for example - bundles). Discounting structures may
involve tiers, tapers, or thresholds.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Aggregate Items For Charging

Process Identifier: 1.1.1.13.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manages the accumulation of items that may be used in the selection of a value or in
calculation of a rate/discount.

Extended Description
This process is responsible for accumulating contributing items, which can be quantities,
values (monetary or other) or both. Aggregation can occur over time or can be initiated to
gather a “snapshot” of the items at a point in time.

The aggregated items may be used in Perform Rating or Apply Rate Level Discounts to
determine the applicable price or discount and may further be used as a quantity in the
calculation of a rate or discount.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Customer Charging Hierarchy

Process Identifier: 1.1.1.13.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing the charging relationships among subscribers.

Extended Description
Customer hierarchies are commonly used for corporate customers, family plans or other
type of affinity groups. This process manages the charging relationships among
subscribers, e.g. sharing, inheriting or restricting balances, price plans and discounts.
Thereby assuring that a charge is added to or subtracted from the correct (sub-)account
balance.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Calculate Service/Product Value (Deleted)

Process Identifier: 1.1.1.13.4.1 (This Process ID has been deliberately unused!)

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1.1.1.14 Manage Billing Events

Figure 57. Manage Billing Events decomposition into level 3 processes

Manage Billing Events

Process Identifier: 1.1.1.14

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Encompasses the functions required to guide, distribute, mediate, summarize,
accumulate, and analyze billing event records.

Extended Description
The billing events management processes encompass the functions required to guide,
distribute, mediate, summarize, accumulate, and analyze billing event records. These
processes may occur in real-time, near real-time, or may be executed on a periodic basis.

Billing event records include records produced by network elements (service events),
records that indicate the need for periodic billing of a reoccurring product rate, and
records that indicate the need for billing of a non-reoccurring rate.

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The guiding processes ensures that the event records used in the billing processes are
appropriately related to the correct customer billing account and products.

The billing event records are edited and if necessary reformatted (mediated) to meet the
needs of subsequent processes. The billing event records may also be enriched with
additional data during this process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Enrich Billing Events

Process Identifier: 1.1.1.14.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Enrich billing event records with additional data.

Extended Description
The Enrich Billing Events processes will augment the billing event records by adding data
to the records from sources such as customer, product, or other reference data.

A billing event may be assigned a price without consideration of specific product or

customer information. The assigned price may be used to enrich the billing event record.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Guide Billing Events

Process Identifier: 1.1.1.14.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensures that the event records used in the billing processes are related to the correct
customer billing account and subscribed products.

Extended Description
The Guide Billing Events processes ensure that the event records used in the billing
process relate to the correct customer billing account and products. A specific event
record may be related to multiple customer billing accounts and subscribed products.

Distribution of billing event records to other processes may also occur.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Mediate Billing Events

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Process Identifier: 1.1.1.14.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Edits and reformats data for recipient applications.

Extended Description
The Mediate Billing Events process edits and reformats the data record to meet the
needs of a recipient application.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Billing Event Records

Process Identifier: 1.1.1.14.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Generate reports on billing event records based on requests from other processes.

Extended Description
The purpose of the Report Billing Event Record processes is to generate reports on
billing event records based on requests from other processes.
These processes produce reports that may identify abnormalities, which may be caused
by fraudulent activity or related to customer complaints.
Investigation of problems related to these event records is also part of this process.

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These processes also support other processes such as customer review of billing events
(pre-billing and post-billing).

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.14.1 Enrich Billing Events

Figure 58. Enrich Billing Events decomposition into level 4 processes

Enrich Billing Events

Process Identifier: 1.1.1.14.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Enrich billing event records with additional data.

Extended Description
The Enrich Billing Events processes will augment the billing event records by adding data
to the records from sources such as customer, product, or other reference data.

A billing event may be assigned a price without consideration of specific product or

customer information. The assigned price may be used to enrich the billing event record.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Add Billing Event Data

Process Identifier: 1.1.1.14.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Add data to the records from sources such as customer, product, or other reference data
to augment the billing event records.

Extended Description
Not used for this process element.

Explanatory
An example of such data is service to product mapping information and subscriber
identity to customer mapping information. Data can be fetched from internal configuration

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or be looked up in data sources.

Mandatory
The purpose of Add Billing Event Data process is to add data to the records from sources
such as customer, product, or other reference data to augment the billing event records.
This process is responsible for enriching billing events with additional data which is not
provided by or known by services providing the billing events, but needed by other billing
processes.Hence this process is also responsible for obtaining additional data from
corresponding data sources based on each billing events record information.

Optional
Not used for this process element

Interactions
Not used for this process element

Assign Billing Event Price

Process Identifier: 1.1.1.14.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assign a price to a billing event without consideration of specific product or customer
information. The assigned price may be used to enrich the billing event record.

Extended Description
Not used for this process element

Explanatory
The assigned price may be used to enrich the billing event record. As an example,
originating on-net call CDRs are priced at $1 per started minute during peak hours,
without considering customer data or agreements for the involved user which could affect
the final price paid.

Mandatory
The purpose of Assign Billing Event Price process is to assign a price to a billing event
without consideration of specific product or customer information. This process performs
static rating of service events without considering customer or product information.

Optional

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This process may assign a price to a billing event automatically according to pre-
configured rules, or manually.

Interactions
Not used for this process element

1.1.1.14.2 Guide Billing Events

Figure 59. Guide Billing Events decomposition into level 4 processes

Guide Billing Events

Process Identifier: 1.1.1.14.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensures that the event records used in the billing processes are related to the correct
customer billing account and subscribed products.

Extended Description
The Guide Billing Events processes ensure that the event records used in the billing
process relate to the correct customer billing account and products. A specific event
record may be related to multiple customer billing accounts and subscribed products.

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Distribution of billing event records to other processes may also occur.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Billing Event Usage

Process Identifier: 1.1.1.14.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the event records used in the billing process relate to the correct customer
billing account and products.

Extended Description
Not used for this process element

Explanatory
A specific event record may be related to multiple customer billing accounts and
subscribed products.

Mandatory
The purpose of Ensure Event Record Usage process is to ensure that the event records
used in the billing process relate to the correct customer billing account and products.

Optional
Not used for this process element

Interactions

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Not used for this process element

Distribute Billing Event

Process Identifier: 1.1.1.14.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Distribute billing event records to other processes.

Extended Description
Not used for this process element

Explanatory
As a typical example, billing events are transferred to Charging process for event/product
charging via this process. In general, the billing events are distributed in the specific
format, e.g. plain text format, binary format, XML format.

Mandatory
The purpose of Distribute Billing Event process is to distribute billing events to other
processes which need access to billing events. This process is also responsible for
recording distribution logs to avoid duplicated billing event distribution.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.14.3 Mediate Billing Events

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Figure 60. Mediate Billing Events decomposition into level 4 processes

Mediate Billing Events

Process Identifier: 1.1.1.14.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Edits and reformats data for recipient applications.

Extended Description
The Mediate Billing Events process edits and reformats the data record to meet the
needs of a recipient application.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Edit Billing Event

Process Identifier: 1.1.1.14.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Edit the data record for recipient applications.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process is responsible for editing billing events to adapt to the contents expected by
receiving processes and applications. This includes examining individual fields in billing
events, modifying the contents of individual fields in billing events and removing
unwanted data and fields, identifying billing event type.
Additionally, this process is also responsible for billing events consolidation, billing event
splitting, billing events correlation and duplicated billing events deletion if necessary.

Optional
Not used for this process element

Interactions
Not used for this process element

Reformat Billing Event

Process Identifier: 1.1.1.14.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Reformat the data record for recipient applications.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
The purpose of Reformat Billing Event process is to reformat billing events to adapt to the
format expected by receiving processes and applications. This includes examining
individual fields in billing events and translating billing events from one format to another
Additionally, this process is also responsible for maintenance the input and output format
template.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.14.4 Report Billing Event Records

Figure 61. Report Billing Event Records decomposition into level 4 processes

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Report Billing Event Records

Process Identifier: 1.1.1.14.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Generate reports on billing event records based on requests from other processes.

Extended Description
The purpose of the Report Billing Event Record processes is to generate reports on
billing event records based on requests from other processes.
These processes produce reports that may identify abnormalities, which may be caused
by fraudulent activity or related to customer complaints.
Investigation of problems related to these event records is also part of this process.

These processes also support other processes such as customer review of billing events
(pre-billing and post-billing).

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Generate Billing Event Report

Process Identifier: 1.1.1.14.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Generate reports on billing event records based on requests from other processes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
The purpose of the Generate Billing Event Report process is to generate reports on billing
event records. This process produces reports that may identify abnormalities, which may
be caused by fraudulent activity or related to customer complaints.

Optional
Not used for this process element

Interactions
Not used for this process element

Investigate Billing Event Related Problem

Process Identifier: 1.1.1.14.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Investigate problems related to billing event records.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
The purpose of the Investigate Billing Event Related Problem process is to investigate
problems related to billing event records. Where reporting indicates problems with billing
event records such as data format errors, configuration problems, system or network
problems this process initiates and manages an investigation and follow-up of the

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indicated problems.

Optional
Not used for this process element

Interactions
Not used for this process element

Support Billing Event Related Process

Process Identifier: 1.1.1.14.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Support other processes such as customer review of billing events (pre-billing and post-
billing).

Extended Description
Not used for this process element

Explanatory
An example of such a process is customer review of billing events (pre-billing and post-
billing).

Mandatory
The purpose of the Support Billing Event Related Process process is to support other
processes which use or consume billing events.

Optional
Not used for this process element

Interactions
This process manages report requests from other processes.

1.1.1.15 Manage Balances

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Figure 62. Manage Balances decomposition into level 3 processes

Manage Balances

Process Identifier: 1.1.1.15

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Management of customer and/or subscriber account balances.

Extended Description
This process is responsible for holding, calculating, applying policies and managing
functionality/interfaces for the account balances of a customer and/or a subscriber.

Here the values resulting from rating and the application of discounts are applied to a
customer's balance. The balance affected by the value may be monetary or other
balances such as minutes, points, or tokens. Authorizing service requests based on
available balance is optional.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Balance Policies

Process Identifier: 1.1.1.15.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Executing policies per balance or balance type.

Extended Description
Balance policies are rules that describe how balance affecting events are to be handled.
This is done by comparing the value of each event against criteria such as the following:
- a minimum allowable balance limit (e.g. balance must remain above zero),
- balance expiration dates,
- balance thresholds actions and notifications and
- roll-over & cyclic policies.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Manage Balance Operations

Process Identifier: 1.1.1.15.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Allow different operations to be performed on the managed balance.

Extended Description
Balance operations processes the charged events, using balance policies and then
guides the results towards the relevant balance containers. Operations include :
- Reserving amounts from any balance for any session, and crediting unused
reservations back into the balance, when a session is released.
- Updating balances by applying charges to the balance and credit/debit adjustments.
- Balance queries.
- Transferring amounts from one balance to another.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Balance Containers

Process Identifier: 1.1.1.15.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Hold and maintain the different balances that a customer and/or a subscriber may have.

Extended Description
This process manages the balance containers assigned to a customer and/or subscriber
and is used to keep track of usage events, providing input for decision making processes
(such as service or product authorization) by means of the balance policies.

The containers include monetary and non-monetary balances (or shared) and are used
as prepaid balances (enabling realtime service or product authorization), postpaid
balances (in conjunction with an Account-Receivables [AR] application). Examples of
non-monetary balances and allowances are: free minutes, WAP-only quota, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Authorize Transaction Based on Balance

Process Identifier: 1.1.1.15.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manages authorization of service/ product requests based on available balances
(monetary or non-monetary) and policies.

Extended Description
This process may include balance reservation and must be performed online.
Subsequent balance updates are not required to be done in real-time. In this context a
service is provided by the network, e.g. voice call. Product is digital content delivered via
the network, e.g. content such as music, games, etc.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.16 Customer Management

1.1.1.16 Customer Management

Enable Retention & Loyalty

Process Identifier: 1.1.1.16.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage all functionalities related to the retention of acquired customers, and the use of
loyalty schemes in the potential acquisition of customers.

Extended Description

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Retention & Loyalty processes deal with all functionalities related to the retention of
acquired customers, and the use of loyalty schemes in the potential acquisition of
customers. They establish a complete understanding of the needs of the customer, a
determination of the value of the customer to the enterprise, determination of
opportunities and risks for specific customers, etc. These processes collect and analyze
data from all enterprise and customer contact.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Customer Management

Process Identifier: 1.1.1.16

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the relationship of the Customer and the enterprise.

Extended Description
The purpose of this process is to manage the relationship of the Customer and the
enterprise. This process may be triggered at very early stages of the customer lifecycle
(for example, for leads and prospects which are potential customers) and until the
termination of the customer relationship between the enterprise and the customer. This
processes is in charge of managing the customer relationship with the enterprise and of
the customer profile. This process ensure that each cusomer gets a unique identity and
that customer identites are not duplicated in the enterprise. This process is also in charge
of evaluating the customer value, the customer risk (credit risk, fraud risk, influence risk,
and churn risk) of validating the customer satisfaction.
The customer data is managed by the Customer Information Management process.

Explanatory

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Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Establish Customer Relationship

Process Identifier: 1.1.1.16.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Verify the customer identity and manage the customer identity across the Enterprise.

Extended Description
The purpose of this process is to verify that the customer is who they claim they are, To
ensure only one customer identity exists across the Enterprise, which can be referenced
across the whole Enterprise and allows the customer to quickly and easily identify
himself, to establish and verify the Identity and to issue a unique Identifier and
Authentication information. Before establishing an identity for a new customer it is
essential to check that the customer does not already have an Identity with the
Enterprise.

This process is also used to ‘clean-up’ duplicates of customer identifying information that
may exist within the organization.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Re-establish Customer Relationship

Process Identifier: 1.1.1.16.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Re-establish customer relationship.

Extended Description
The purpose of this process is to re-establish customer relationship which were
suspended or terminated in the past. This process recovers the appropriate customer
information along with the past customer interactions and provides them to the
operational systems in order to provide continuity in the customer management
processes.

Pending on the customer status this process performs:

• Change in the satus of the customer information in the operational systems

• Retrieve customer information from archive systems
• Create/Update the retrieved customer information
• Restore / retrieve previous customer interactions information

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

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Terminate Customer Relationship

Process Identifier: 1.1.1.16.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage termination as appropriate

Extended Description
The customer relationship is terminated only if actually appropriate, the wishes of the
customer are complied with where possible, records are kept in case the relationship with
the customer is re-established, legal and ethical requirements for customer information
are complied with. Significant customer life-stage events or business decisions by the
Service Provider cause one or both parties to terminate the relationship. The need for
complete termination of relationships needs to be differentiated from just terminating all
services. The principles behind this include the Service Provider ending a relationship
only if the customer ceases to exist, or the customer is fraudulent, the Enterprise decides
that it no longer wishes to do business with the customer. All relevant parties are
informed of the ended relationship. Other processes are triggered to dismantle the
customer solution and servicing arrangements as necessary.

Explanatory
Not used for this process element

Mandatory
Not used for this process element

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.16.1 Enable Retention & Loyalty

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Figure 63. Enable Retention & Loyalty decomposition into level 4 processes

Enable Retention & Loyalty

Process Identifier: 1.1.1.16.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage all functionalities related to the retention of acquired customers, and the use of
loyalty schemes in the potential acquisition of customers.

Extended Description
Retention & Loyalty processes deal with all functionalities related to the retention of
acquired customers, and the use of loyalty schemes in the potential acquisition of
customers. They establish a complete understanding of the needs of the customer, a
determination of the value of the customer to the enterprise, determination of
opportunities and risks for specific customers, etc. These processes collect and analyze
data from all enterprise and customer contact.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Build Customer Insight

Process Identifier: 1.1.1.16.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that Service Provider and the customer feel confident that the relationship is
founded on up-to-date, accurate and legally compliant information

Extended Description
The purpose of this process is to ensure that Service Provider and the customer feel
confident that the relationship is founded on up-to-date, accurate and legally compliant
information. The Service Provider will incorporate into the customer profile, all relevant
information gathered through all contacts with the customer (usage pattern,
demographics, life stage, household, community of interest, business direction).
Customer and market information from other sources may be gathered, which will build a
better understanding of the customer. Customer Information must be made available to
any process that needs to access it. This customer information will be used to continually
refine the means and style of interaction, and the solution sets and customer experience
offered.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze & Manage Customer Risk

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Process Identifier: 1.1.1.16.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that a consistent customer risk assessment is used across the Enterprise and
ensure that risk analysis is based on information collected from all processes.

Extended Description
The purpose of this process is to ensure that risk analysis is based on information
collected from all processes and that consistent risk assessment is used across the
Enterprise. Its purpose is also to track and improve Operations, target and win the right
customers and improves Sales Conversion rate. It determines the credit risk, fraud risk,
influence risk, and churn risk. It identifies treatments to manage these risks and focuses
on using customer information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Personalize Customer Profile for Retention & Loyalty

Process Identifier: 1.1.1.16.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Provide the personalization opportunities for customers that will encourage them not to
switch to another Service Provider

Extended Description

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The purpose of this process is to provide the personalization opportunities for customers
that will encourage them not to switch to another Service Provider. Personalization allows
delivery of services that more closely match the customer’s need. Collection of
Personalization Information also discourages switching since the customer would have to
build up the same Personalized experience with the next Service Provider.
- Business Planning is essential to allow the Service Provider to match the customer’s
future retention needs and potential acquisition needs, rather than just continuing with
today’s known needs.
- Loyalty schemes allow tangible benefits to be offered to good customers in a mass-
market.
- The process aims to ensure that all information is gathered and used to make the best
decisions to retain those customers the Service Provider wants to retain, heighten
satisfaction and maintain profitability.

This process provides a source of data for performing loyalty and retention marketing
campaigns, for retaining existing customers, promoting customer loyalty, winning back
customers who have left. It utilizes predictive modeling software to analyze an account,
and to return relevant scores, such as: churn score, up-sell score, cross-sell score, bad
debt score and customer lifetime value score. Moreover it utilizes scores for customer
analysis and marketing campaign purposes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Validate Customer Satisfaction

Process Identifier: 1.1.1.16.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Validate that predicted/expected value is delivered by the solution and initialize the after-
sales processes (billing and assurance)

Extended Description
The purpose of this process is to validate that predicted/expected value is delivered by
the solution and that the after-sales processes (billing and assurance) are initialized. It
validates that the customer is capable of realizing maximum value from the operation or
use of the solution and that intense Provider involvement is no longer needed to manage
the solution.
This process ensures that the customer is satisfied that the solution that was actually
delivered meets original or updated expectations and agreements and that the solution is
operable by the customer.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.16.1.1 Build Customer Insight

Figure 64. Build Customer Insight decomposition into level 5 processes

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Gather Customer Information

Process Identifier: 1.1.1.16.1.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Incorporate into the customer profile, all relevant information gathered through all
contacts with the customer (usage pattern, demographics, life stage, household,
community of interest, business direction). Customer and market information from other
sources may be gathered, which will build a better understanding of the customer. The
purpose of this process is to ensure that Service Provider and the customer feel confident
that the relationship is founded on up-to-date, accurate and legally compliant information.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Build Customer Insight

Process Identifier: 1.1.1.16.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Ensure that Service Provider and the customer feel confident that the relationship is
founded on up-to-date, accurate and legally compliant information

Extended Description
The purpose of this process is to ensure that Service Provider and the customer feel
confident that the relationship is founded on up-to-date, accurate and legally compliant
information. The Service Provider will incorporate into the customer profile, all relevant
information gathered through all contacts with the customer (usage pattern,
demographics, life stage, household, community of interest, business direction).
Customer and market information from other sources may be gathered, which will build a
better understanding of the customer. Customer Information must be made available to
any process that needs to access it. This customer information will be used to continually
refine the means and style of interaction, and the solution sets and customer experience
offered.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Customer Information

Process Identifier: 1.1.1.16.1.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Makes available Customer Information to any process that needs to access it. This
customer information will be used to continually refine the means and style of interaction,
and the solution sets and customer experience offered.

Extended Description
Not used for this process element

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.16.1.2 Analyze & Manage Customer

Risk

Figure 65. Analyze & Manage Customer Risk decomposition into level 5 processes

Ensure Risk Analysis Basis

Process Identifier: 1.1.1.16.1.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that risk analysis is based on information collected from all processes

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Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Ensure that risk analysis is based on information collected from all processes

Optional
Not used for this process element

Interactions
Not used for this process element

Analyze & Manage Customer Risk

Process Identifier: 1.1.1.16.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that a consistent customer risk assessment is used across the Enterprise and
ensure that risk analysis is based on information collected from all processes.

Extended Description
The purpose of this process is to ensure that risk analysis is based on information
collected from all processes and that consistent risk assessment is used across the
Enterprise. Its purpose is also to track and improve Operations, target and win the right
customers and improves Sales Conversion rate. It determines the credit risk, fraud risk,
influence risk, and churn risk. It identifies treatments to manage these risks and focuses
on using customer information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Ensure Consistent Risk Analysis

Process Identifier: 1.1.1.16.1.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure consistent risk assessment is used across the Enterprise.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Ensure consistent risk assessment is used across the Enterprise.

Optional
Not used for this process element

Interactions
Not used for this process element

Determine Customer Risk

Process Identifier: 1.1.1.16.1.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Determines the credit risk, fraud risk, influence risk, and churn risk.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Determines the credit risk, fraud risk, influence risk, and churn risk.

Optional
Not used for this process element

Interactions
Not used for this process element

Identify Risk Management Treatment

Process Identifier: 1.1.1.16.1.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identifies treatments to manage these risks and focuses on using customer information.
The purpose is to track and improve Operations, target and win the right customers and
improves Sales Conversion rate.

Extended Description
Not used for this process element

Explanatory
The purpose is to track and improve Operations, target and win the right customers and
improves Sales Conversion rate.

Mandatory
Identifies treatments to manage these risks and focuses on using customer information.

Optional

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Not used for this process element

Interactions
Not used for this process element

1.1.1.16.1.3 Personalize Customer Profile

for Retention & Loyalty

Figure 66. Personalize Customer Profile for Retention & Loyalty decomposition into level 5 processes

Collect Customer Personalization Information

Process Identifier: 1.1.1.16.1.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collects Personalization Information about customers. This also discourages switching
since the customer would have to build up the same Personalized experience with the
next Service Provider.

Extended Description
Not used for this process element

Explanatory

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This also discourages switching since the customer would have to build up the same
Personalized experience with the next Service Provider.

Mandatory
Collects Personalization Information about customers.

Optional
Not used for this process element

Interactions
Not used for this process element

Personalize Customer Profile for Retention & Loyalty

Process Identifier: 1.1.1.16.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Provide the personalization opportunities for customers that will encourage them not to
switch to another Service Provider

Extended Description
The purpose of this process is to provide the personalization opportunities for customers
that will encourage them not to switch to another Service Provider. Personalization allows
delivery of services that more closely match the customer’s need. Collection of
Personalization Information also discourages switching since the customer would have to
build up the same Personalized experience with the next Service Provider.
- Business Planning is essential to allow the Service Provider to match the customer’s
future retention needs and potential acquisition needs, rather than just continuing with
today’s known needs.
- Loyalty schemes allow tangible benefits to be offered to good customers in a mass-
market.
- The process aims to ensure that all information is gathered and used to make the best
decisions to retain those customers the Service Provider wants to retain, heighten
satisfaction and maintain profitability.

This process provides a source of data for performing loyalty and retention marketing
campaigns, for retaining existing customers, promoting customer loyalty, winning back
customers who have left. It utilizes predictive modeling software to analyze an account,
and to return relevant scores, such as: churn score, up-sell score, cross-sell score, bad
debt score and customer lifetime value score. Moreover it utilizes scores for customer

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analysis and marketing campaign purposes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Provide Customer Personalization Information

Process Identifier: 1.1.1.16.1.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Provides a source of data for performing loyalty and retention marketing campaigns, for
retaining existing customers, promoting customer loyalty, winning back customers who
have left. It utilizes predictive modeling software to analyze an account, and to return
relevant scores, such as: churn score, up-sell score, cross-sell score, bad debt score and
customer lifetime value score. Moreover it utilizes scores for customer analysis and
marketing campaign purposes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Provides a source of data for performing loyalty and retention marketing campaigns, for
retaining existing customers, promoting customer loyalty, winning back customers who
have left. It utilizes predictive modeling software to analyze an account, and to return
relevant scores, such as: churn score, up-sell score, cross-sell score, bad debt score and
customer lifetime value score. Moreover it utilizes scores for customer analysis and
marketing campaign purposes.

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Optional
Not used for this process element

Interactions
Not used for this process element

Ensure Customer Personalization Opportunities

Process Identifier: 1.1.1.16.1.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Provides the personalization opportunities for customers that will encourage them not to
switch to another Service Provider. Personalization allows delivery of services that more
closely match the customer’s need. - Business Planning is essential to allow the Service
Provider to match the customer’s future retention needs and potential acquisition needs,
rather than just continuing with today’s known needs.
- Loyalty schemes allow tangible benefits to be offered to good customers in a mass-
market.
- The process aims to ensure that all information is gathered and used to make the best
decisions to retain those customers the Service Provider wants to retain, heighten
satisfaction and maintain profitability.

Extended Description
Not used for this process element

Explanatory
Personalization allows delivery of services that more closely match the customer’s need. -
Business Planning is essential to allow the Service Provider to match the customer’s
future retention needs and potential acquisition needs, rather than just continuing with
today’s known needs. - The process aims to ensure that all information is gathered and
used to make the best decisions to retain those customers the Service Provider wants to
retain, heighten satisfaction and maintain profitability.

Mandatory
Provides the personalization opportunities for customers that will encourage them not to
switch to another Service Provider.

Optional
Not used for this process element

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Interactions
Not used for this process element

1.1.1.16.1.4 Validate Customer Satisfaction

Figure 67. Validate Customer Satisfaction decomposition into level 5 processes

Validate Solution Predicted/Expected Value

Process Identifier: 1.1.1.16.1.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Validate that predicted/expected value is delivered by the solution. It validates that the
customer is capable of realizing maximum value from the operation or use of the solution
and that intense Provider involvement is no longer needed to manage the solution.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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Validate that predicted/expected value is delivered by the solution. It validates that the
customer is capable of realizing maximum value from the operation or use of the solution
and that intense Provider involvement is no longer needed to manage the solution.

Optional
Not used for this process element

Interactions
Not used for this process element

Validate Customer Satisfaction

Process Identifier: 1.1.1.16.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Validate that predicted/expected value is delivered by the solution and initialize the after-
sales processes (billing and assurance)

Extended Description
The purpose of this process is to validate that predicted/expected value is delivered by
the solution and that the after-sales processes (billing and assurance) are initialized. It
validates that the customer is capable of realizing maximum value from the operation or
use of the solution and that intense Provider involvement is no longer needed to manage
the solution.
This process ensures that the customer is satisfied that the solution that was actually
delivered meets original or updated expectations and agreements and that the solution is
operable by the customer.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Vaildate Customer Satisfaction

Process Identifier: 1.1.1.16.1.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process ensures that the customer is satisfied that the solution that was actually
delivered meets original or updated expectations and agreements and that the solution is
operable by the customer.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process ensures that the customer is satisfied that the solution that was actually
delivered meets original or updated expectations and agreements and that the solution is
operable by the customer.

Optional
Not used for this process element

Interactions
Not used for this process element

Initialize after-sales processes

Process Identifier: 1.1.1.16.1.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Initialize after-sales processes (billing and assurance)

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Initialize after-sales processes (billing and assurance)

Optional
Not used for this process element

Interactions
Initialize after-sales processes (billing and assurance)

1.1.1.16.2 Establish Customer

Relationship

Figure 68. Establish Customer Relationship decomposition into level 4 processes

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Verify Customer

Process Identifier: 1.1.1.16.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Verify that the customer is who they claim they are.

Extended Description
The purpose of this process is to verify that the customer is who they claim they are. This
can be achieved by examination of an identity certification issued by a trusted body (such
as governmental agency or other accepted means.) Certification means can be physical
(such as Passport or ID card ) biometrical or other.

Explanatory
Not used for this process element

Mandatory
Not used for this process element.

Optional
Not used for this process element

Interactions
For new customers, Establish New Customer Identify then deals this these.

Establish Customer Relationship

Process Identifier: 1.1.1.16.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Verify the customer identity and manage the customer identity across the Enterprise.

Extended Description

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The purpose of this process is to verify that the customer is who they claim they are, To
ensure only one customer identity exists across the Enterprise, which can be referenced
across the whole Enterprise and allows the customer to quickly and easily identify
himself, to establish and verify the Identity and to issue a unique Identifier and
Authentication information. Before establishing an identity for a new customer it is
essential to check that the customer does not already have an Identity with the
Enterprise.

This process is also used to ‘clean-up’ duplicates of customer identifying information that
may exist within the organization.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Issue Unique Customer ID

Process Identifier: 1.1.1.16.2.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure only one customer identity exists across the Enterprise.

Extended Description
The purpose of this process is to ensure only one customer identity exists across the
Enterprise, which can be referenced across the whole Enterprise and allows the customer
to quickly and easily identify himself. Before establishing an identity for a new customer
de-duplication check is performed.

Explanatory
Not used for this process element.

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Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Establish New Customer Identity

Process Identifier: 1.1.1.16.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue a unique Identifier and Authentication information for a new customer without an
existing identity.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Issue a unique Identifier and Authentication information for a new customer without an
existing identity.

Optional
Not used for this process element

Interactions
Not used for this process element

Gather Authentication Information

Process Identifier: 1.1.1.16.2.6

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gather Authentication Information from the customer.

Extended Description
The purpose of this process is to gather information that enables the enterprise to
authenticate the customer identity. This information can be documents issued by other
authorities (such as ID card or passport) or information that will enable the enterprise to
re-authenticate the customer(such as answer to a secret question).

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Clean-ip & Archive Customer Identifying Information

Process Identifier: 1.1.1.16.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
After termination, provides ‘clean-up’ duplicates of customer identifying information that
may exist within the organization. Profile and preference information for terminated
customer relationships is archived if acceptable to the customer. All relevant parties are
informed of the ended relationship. Other processes are triggered to dismantle the
customer solution and servicing arrangements as necessary.

Extended Description

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Not used for this process element

Explanatory
Not used for this process element

Mandatory
After termination, provides ‘clean-up’ duplicates of customer identifying information that
may exist within the organization. Profile and preference information for terminated
customer relationships is archived if acceptable to the customer. All relevant parties are
informed of the ended relationship.

Optional
Not used for this process element

Interactions
Other processes are triggered to dismantle the customer solution and servicing
arrangements as necessary.

Acquire Customer Data

Process Identifier: 1.1.1.16.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Capture and record all pertinent customer data required for the initiation, realization and
deployment of the agreed sales proposal.

Extended Description
The purpose of this process is to capture and record all pertinent customer data required
for the initiation, realization and deployment of the agreed sales proposal. In most
standard offerings the necessary customer data is often captured on the sales proposal
agreement form associated with the standard offerings. For non-standard and/or
complex sales agreements associated, for instance, with a customer RFP, extensive
customer information may be required to plan and roll-out the agreed solution. For
example, Centrex designs require extensive capture of details surrounding deployment of
handsets, features associated with each handset, customer Centrex groups, etc.
In some cases the necessary level of precise detail may be available from the Develop
Sales Proposal. Where this is not the case, this process is responsible for determining
the precise customer information required to support the agreed proposal, capturing
(through forms, or customer interviews, etc.) the required customer information, and
storing the details in a form required by other processes.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

De-duplicate Customer Identity

Process Identifier: 1.1.1.16.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Merge multiple records from same customer.

Extended Description
The purpose of this process is to check that the customer does not already have an
Identity with the Enterprise. This process is also used to ‘clean-up’ duplicates of customer
identifying information that may exist within the organization.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

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1.1.1.16.2.7 Acquire Customer Data

Figure 69. Acquire Customer Data decomposition into level 5 processes

Determine Required Customer Data

Process Identifier: 1.1.1.16.2.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
In most standard offerings the necessary customer data is often captured on the sales
proposal agreement form associated with the standard offerings. For non-standard
and/or complex sales agreements associated, for instance, with a customer RFP,
extensive customer information may be required to plan and roll-out the agreed solution.
For example, Centrex designs require extensive capture of details surrounding
deployment of handsets, features associated with each handset, customer Centrex
groups, etc. In some cases the necessary level of precise detail may be available from
the Develop Sales Proposal. Where this is not the case, this process is responsible for
determining the precise customer information required to support the agreed proposal.

Extended Description
Not used for this process element

Explanatory
In most standard offerings the necessary customer data is often captured on the sales
proposal agreement form associated with the standard offerings. For non-standard
and/or complex sales agreements associated, for instance, with a customer RFP,
extensive customer information may be required to plan and roll-out the agreed solution.
For example, Centrex designs require extensive capture of details surrounding

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deployment of handsets, features associated with each handset, customer Centrex

groups, etc.

Mandatory
responsible for determining the precise customer information required to support the
agreed proposal. In some cases the necessary level of precise detail may be available
from the Develop Sales Proposal.

Optional
Not used for this process element

Interactions
Not used for this process element

Acquire Customer Data

Process Identifier: 1.1.1.16.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Capture and record all pertinent customer data required for the initiation, realization and
deployment of the agreed sales proposal.

Extended Description
The purpose of this process is to capture and record all pertinent customer data required
for the initiation, realization and deployment of the agreed sales proposal. In most
standard offerings the necessary customer data is often captured on the sales proposal
agreement form associated with the standard offerings. For non-standard and/or
complex sales agreements associated, for instance, with a customer RFP, extensive
customer information may be required to plan and roll-out the agreed solution. For
example, Centrex designs require extensive capture of details surrounding deployment of
handsets, features associated with each handset, customer Centrex groups, etc.
In some cases the necessary level of precise detail may be available from the Develop
Sales Proposal. Where this is not the case, this process is responsible for determining
the precise customer information required to support the agreed proposal, capturing
(through forms, or customer interviews, etc.) the required customer information, and
storing the details in a form required by other processes.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture & Record Customer Data

Process Identifier: 1.1.1.16.2.7.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Capture (through forms, or customer interviews, etc.) the required customer information,
and store the details in a form required by other processes.

Extended Description
Not used for this process element

Explanatory
Capture (through forms, or customer interviews, etc.) the required customer information,
and store the details in a form required by other processes.

Mandatory
Capture (through forms, or customer interviews, etc.) the required customer information,
and store the details in a form required by other processes.

Optional
Not used for this process element

Interactions
Not used for this process element

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1.1.1.17 Customer Information

Management

Figure 70. Customer Information Management decomposition into level 3 processes

Create Customer Record

Process Identifier: 1.1.1.17.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new customer record in the customer inventory.

Extended Description
The purpose of this process is to create a new customer record in the customer inventory.
This process follows the processes in Establish Customer Relationship that make sure
that a single record is created for each customer, and it persists the customer data in the
customer inventory.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

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Interactions
Not used for this process element.

Customer Information Management

Process Identifier: 1.1.1.17

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage customer information after customer contracts or associated service orders have
been finalized and during the order completion phase. Ensure that any customer
information required by other CRM processes is updated as part of the customer order
completion.

Extended Description
The purpose of this process is to record and maintain customer information in the csp in
order to:
-Support day to day operation of CSP
-Enable SP to provide best customer experience
-Support customer segmentation for successful marketing campaign
-Support analytical systems such as churn and fraud

When the customer information is not needed any more by the online systems (according
to CSP policies and regulation) this process is in charge of archiving the information (if
accepted to the customer)

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

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Update Customer Data

Process Identifier: 1.1.1.17.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Update the customer data in the customer inventory.

Extended Description
The purpose of this process is to update the customer data in the customer inventory.
This can happen as a result of direct notification from the customer, as a result of
information gathered as part of other processes ( such as selling and order handling) or
as a result of back office processes (such as customer data cleansing) .

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Notify Customer Data Change

Process Identifier: 1.1.1.17.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Notify other processes that customer data has been changed

Extended Description

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The purpose of this process is notify other processes that customer data has been
changed. Other processes (mostly long-lived processes) might need to know about such
changes in order to adapt to such changes. In addition some processes which gather the
data for centralised systems (such as Data Warehouse or Master Data Management)
should be notified about such changes.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Archive Customer Data

Process Identifier: 1.1.1.17.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Archive the customer data.

Extended Description
The purpose of this process is to archive and clean up customer data when it is no longer
needed as part of the customer inventory. The information is archived according to the
CSP policies and the local regulations. In most cases customer information is not deleted
unless this is specifically required by the customer.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional

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Not used for this process element.

Interactions
Not used for this process element.

Build a unified customer view

Process Identifier: 1.1.1.17.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a single customer record from the information stored in multiple systems and
present a single, most updated record of the customer information.

Extended Description
The purpose of this process is to create a single customer record from the information
stored in multiple systems and present a single, most updated record of the customer
information. This process invokes business rules in order to reconcile the customer data
in a single accurate record. This process may be activated immediately upon any update
of customer data or may be invoked on request to retrieve the customer data. This
process may replicate data from other systems or calculate the unified record on the fly
without persisting any customer data.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

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1.1.1.18 Customer Interaction

Management

Figure 71. Customer Interaction Management decomposition into level 3 processes

Notify Customer

Process Identifier: 1.1.1.18.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Notify the customer when interesting events happen.

Extended Description
The purpose of this process is to notify the customer when events related to exsiting
interactions or to significant customer experience happen. Some notifications can be sent
immidiately using interactive media( such as SMS, Push to applications, etc.) and other
notifications can be sent later using asynchronous media such as mail.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

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Optional
Not used for this process element.

Interactions
Not used for this process element.

Customer Interaction Management

Process Identifier: 1.1.1.18

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Coordinate customer participation in commissioning or end-to-end testing and satisfactory
delivery. Train the customer on the functionality and benefits of the solution.

Extended Description
The purpose of this process is to manage interactions between the customer and the
enterprise. Interactions can be triggered by the customer ( as a result of customer query
or complaint) or by the enterprise( for example sending bills or other customer
notifications.) All customer interactions are logged by the enterprise in order to provide a
full track record of customer activity to the enterprise representatives. Customer
interactions may be short lived ( such as in the case of a query that is answered
immediately ) or may take long time to complete (such as in the case of complex orders
or requests concerning back office intervention). When interactions are long the process
is in charge of making sure the customer is notified in a timely manner about the progress
of her request. Customer interaction history may be used by BI systems in order to gather
information about customer profile and satisfaction. Customer interactions can span
over multiple channels (such as: phone calls, web self service and devices.) each party
involved in the interaction has a role that mandates its credentials. For some interactions
users may need to login/authenticate themselves in order to get the appropriate role.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions

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Not used for this process element.

Create Customer Interaction

Process Identifier: 1.1.1.18.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a record that logs the customer interaction.

Extended Description
The purpose of this process is to create a record that logs the customer interaction. The
customer interaction can be initiated by the customer or by the enterprise.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Track and Manage Customer Interaction

Process Identifier: 1.1.1.18.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that Customer Interactions are managed and tracked efficiently.

Extended Description

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The purpose of this process is to ensure that Customer Interactions are managed and
tracked efficiently across all interaction channels in order to meet the agreed SLA with the
customer. Responsibilities of these process include but are not limited to:
· Ensure interactions are completed and closed in a timely manner
· Notify the customer when SLA or deadlines can not be met
· Track customer responses when these are required
· Measure KPIs in order to improve the Interactions efficiency

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Update Customer Interaction

Process Identifier: 1.1.1.18.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Update the customer interaction.

Extended Description
The purpose of this process is to update the customer interaction, typically when
additional action is carried out during long-lived interactions. When the customer should
be notified about the update, this process triggers the Notify Customer process to perform
the notification.

Explanatory
Not used for this process element.

Mandatory

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Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Report Customer interaction

Process Identifier: 1.1.1.18.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of a customer interaction.

Extended Description
The purpose of this process is to monitor the status of a customer interaction, provide
notifications of any changes and provide management report. These processes record,
analyze and assess the customer interaction status changes to provide management
reports and any specialized summaries of the efficiency and effectiveness of the overall
Customer Interaction Managment process. These specialized summaries could be
specific reports required by specific customers.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Close Customer Interaction

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Process Identifier: 1.1.1.18.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close the customer interaction.

Extended Description
The purpose of this process is to close the customer interaction when both parties agree
that the interaction is closed.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Authenticate User

Process Identifier: 1.1.1.18.8

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Authenticate the person involved in the interaction.

Extended Description
The purpose of this process is to authenticate the person involved in the interaction from
the customer side. In self service channels the user may need to login in order to
authenticate himself, in other channels the user my need to answer identity verification
questions.

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Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Log Customer Interaction

Process Identifier: 1.1.1.18.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Record and maintain all information about the customer interaction.

Extended Description
The purpose of this process is to record and maintain all information about the customer
interaction. This information can be used in future interaction or as input for data analysis
processes.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

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Customer Interface Management

Process Identifier: 1.1.1.18.9

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing all interfaces between the enterprise and potential and existing customers.

Extended Description
Customer Interface Management processes are responsible for managing all interfaces
between the enterprise and potential and existing customers. They deal with contact
management, understanding the reason for contact, directing customer contacts to the
appropriate process, contact closure, exception management, contact results analysis
and reporting. CRM contact may be related to one or several of Service Fulfillment,
Service Assurance (service quality management and trouble or problem management)
and Billing related customer enquiries or contacts.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.1.18.9 Customer Interface

Management

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Figure 72. Customer Interface Management decomposition into level 4 processes

Customer Interface Management

Process Identifier: 1.1.1.18.9

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing all interfaces between the enterprise and potential and existing customers.

Extended Description
Customer Interface Management processes are responsible for managing all interfaces
between the enterprise and potential and existing customers. They deal with contact
management, understanding the reason for contact, directing customer contacts to the
appropriate process, contact closure, exception management, contact results analysis
and reporting. CRM contact may be related to one or several of Service Fulfillment,
Service Assurance (service quality management and trouble or problem management)
and Billing related customer enquiries or contacts.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Manage Contact

Process Identifier: 1.1.1.18.9.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage all contacts between potential or existing customers and the enterprise

Extended Description
The purpose of this process is to manage all contacts between potential or existing
customers and the enterprise. It deals with the identification of the contact, its
development, enhancement and update

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Request (Including Self Service)

Process Identifier: 1.1.1.18.9.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Manage all requests (inbound and outbound) made by potential and existing customers

Extended Description
The purpose of this process is to manage all requests (inbound and outbound) made by
potential and existing customers. It receives the request and either enables its originator
to automatically fulfill it, or identifies and activates the opportune process to accomplish
the request; it manages the status of the request and is able to provide status information
at any moment in which the request is active; it formally closes the request when all
related activities have been terminated.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze & Report on Customer

Process Identifier: 1.1.1.18.9.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Perform all necessary analysis on closed requests and on customer contacts and
generate related reports

Extended Description
The purpose of this process is to perform all necessary analysis on closed (completed or
unfulfilled) requests and on customer contacts and it generates related reports, to be
utilized for process improvement activities, proactive problems prevention, up-sell
opportunities definition, etc.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Mediate & Orchestrate Customer Interactions

Process Identifier: 1.1.1.18.9.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that transaction message structure and interactions conform to agreed, externally
defined standards used by the enterprise and its customers

Extended Description
The purpose of the Mediate & Orchestrate Customer Interactions is to ensure that
transaction message structure and interactions conform to agreed, externally defined
standards used by the enterprise and its customers. Increasingly transactions with
external parties (e.g. customers using RosettaNet or Web Services standards) will need
to conform to message and data formats defined by third parties or third party
organizations. Based on the specific transaction type and involved external party, this
conformance will require the identification of the necessary data formats to be sent
externally, and conversion of externally received messages into the required internal
enterprise formats. In addition, interactions with external parties may require that
messages and transactions need to be undertaken with defined and agreed orchestration
for message exchange. The actual agreement between the parties to use specific
interaction standards is part of the Support Customer Interface Management and Support
Selling L3s.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.1.1.18.9.1 Manage Contact

Figure 73. Manage Contact decomposition into level 4 processes

Identify Contact

Process Identifier: 1.1.1.18.9.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
deals with the identification of the contact

Extended Description
Not used for this process element

Explanatory
This could be an individual as a consumer, or part of a business organization (small,
medium or corporate) as defined by customer segmentation prevalent in the organization

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Mandatory
Verify the individual / entity (organization) responsible for making contact

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Contact

Process Identifier: 1.1.1.18.9.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage all contacts between potential or existing customers and the enterprise

Extended Description
The purpose of this process is to manage all contacts between potential or existing
customers and the enterprise. It deals with the identification of the contact, its
development, enhancement and update

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Contact

Process Identifier: 1.1.1.18.9.1.2

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
deals with development, enhancement and update of the contact

Extended Description
Not used for this process element

Explanatory
For a new customer contact, this will include capturing mandatory details which could be
subject to validation.

Mandatory
Expand the detail attributes of the contact

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.18.9.2 Manage Request (Including

Self Service)

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Figure 74. Manage Request (Including Self Service) decomposition into level 4 processes

Handle Request

Process Identifier: 1.1.1.18.9.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
receives the request and either enables its originator to automatically fulfill it, or identifies
and activates the opportune process to accomplish the request

Extended Description
Not used for this process element

Explanatory
Handle a request to make changes This could be a request to change to enable
customer/ subscriber, to start or stop making use of specific products and services

Mandatory
receives the request and either enables its originator to automatically fulfill it, or identifies
and activates the opportune process to accomplish the request. Determine type of
stakeholder request

Optional
Not used for this process element

Interactions
where relecant, identifies and activates the opportune process to accomplish the request

Manage Request (Including Self Service)

Process Identifier: 1.1.1.18.9.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Manage all requests (inbound and outbound) made by potential and existing customers

Extended Description
The purpose of this process is to manage all requests (inbound and outbound) made by
potential and existing customers. It receives the request and either enables its originator
to automatically fulfill it, or identifies and activates the opportune process to accomplish
the request; it manages the status of the request and is able to provide status information
at any moment in which the request is active; it formally closes the request when all
related activities have been terminated.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Provide Request Status

Process Identifier: 1.1.1.18.9.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
manages the status of the request and is able to provide status information at any
moment in which the request is active

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
manages the status of the request and is able to provide status information at any
moment in which the request is active. Track business events using the request status;

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each of which is governed by rules, followed by a set of actions to reach the next status

Optional
Not used for this process element

Interactions
Not used for this process element

Close Request

Process Identifier: 1.1.1.18.9.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
formally closes the request when all related activities have been terminated

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
formally closes the request when all related activities have been terminated

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.18.9.3 Analyze & Report on

Customer

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Figure 75. Analyze & Report on Customer decomposition into level 4 processes

Analyze Customer Requests & Contacts

Process Identifier: 1.1.1.18.9.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
perform all necessary analysis on closed (completed or unfulfilled) requests and on
customer contacts

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
perform all necessary analysis on closed (completed or unfulfilled) requests and on
customer contacts

Optional
Not used for this process element

Interactions
Not used for this process element

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Analyze & Report on Customer

Process Identifier: 1.1.1.18.9.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Perform all necessary analysis on closed requests and on customer contacts and
generate related reports

Extended Description
The purpose of this process is to perform all necessary analysis on closed (completed or
unfulfilled) requests and on customer contacts and it generates related reports, to be
utilized for process improvement activities, proactive problems prevention, up-sell
opportunities definition, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Customer Requests & Contacts

Process Identifier: 1.1.1.18.9.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
generates related reports, to be utilized for process improvement activities, proactive
problems prevention, up-sell opportunities definition, etc.

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Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
generates related reports, to be utilized for process improvement activities, proactive
problems prevention, up-sell opportunities definition, etc.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.1.18.9.4 Mediate & Orchestrate

Customer Interactions

Figure 76. Mediate & Orchestrate Customer Interactions decomposition into level 4 processes

Identify Customer Interactions Data Formats

Process Identifier: 1.1.1.18.9.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Performs identification of the necessary data formats to be sent externally. Increasingly
transactions with external parties (e.g. customers using RosettaNet or Web Services
standards) will need to conform to message and data formats defined by third parties or
third party organizations. The actual agreement between the parties to use specific
interaction standards is part of the Support Customer Interface Management and Support
Selling L3s.

Extended Description
Not used for this process element

Explanatory
Increasingly transactions with external parties (e.g. customers using RosettaNet or Web
Services standards) will need to conform to message and data formats defined by third
parties or third party organizations.

Mandatory
Performs identification of the necessary data formats to be sent externally.

Optional
Not used for this process element

Interactions
The actual agreement between the parties to use specific interaction standards is part of
the Support Customer Interface Management and Support Selling L3s.

Mediate & Orchestrate Customer Interactions

Process Identifier: 1.1.1.18.9.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that transaction message structure and interactions conform to agreed, externally
defined standards used by the enterprise and its customers

Extended Description
The purpose of the Mediate & Orchestrate Customer Interactions is to ensure that
transaction message structure and interactions conform to agreed, externally defined
standards used by the enterprise and its customers. Increasingly transactions with

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external parties (e.g. customers using RosettaNet or Web Services standards) will need
to conform to message and data formats defined by third parties or third party
organizations. Based on the specific transaction type and involved external party, this
conformance will require the identification of the necessary data formats to be sent
externally, and conversion of externally received messages into the required internal
enterprise formats. In addition, interactions with external parties may require that
messages and transactions need to be undertaken with defined and agreed orchestration
for message exchange. The actual agreement between the parties to use specific
interaction standards is part of the Support Customer Interface Management and Support
Selling L3s.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Orchestrate Customer Interactions

Process Identifier: 1.1.1.18.9.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where required, orchestrates interactions with external parties so that messages and
transactions are undertaken with defined and agreed orchestration for message
exchange.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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Where required, orchestrates interactions with external parties

Optional
Not used for this process element

Interactions
messages and transactions are undertaken with defined and agreed orchestration for
message exchange.

Mediate Customer Interactions

Process Identifier: 1.1.1.18.9.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manages conversion of externally received messages into the required internal enterprise
formats, based on the specific transaction type and involved external party.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Manages conversion of externally received messages into the required internal enterprise
formats, based on the specific transaction type and involved external party.

Optional
Not used for this process element

Interactions
Manages conversion between external and internal formats

1.1.2.1 SM&O Support & Readiness

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Figure 77. SM&O Support & Readiness decomposition into level 3 processes

SM&O Support & Readiness

Process Identifier: 1.1.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage service infrastructure, ensuring that the appropriate service capacity is available
and ready to support the SM&O Fulfillment, Assurance and Billing processes

Extended Description
SM&O Support & Readiness processes manage service infrastructure, ensuring that the
appropriate service capacity is available and ready to support the SM&O Fulfillment,
Assurance and Billing processes in instantiating and managing service instances, and for
monitoring and reporting on the capabilities and costs of the individual SM&O FAB
processes.
The responsibilities of these processes include, but are not limited to:
· Supporting the operational introduction of new and/or modified service infrastructure;
· Managing and ensuring the ongoing quality of the Service Inventory;
· Applying service capacity rules from Infrastructure Lifecycle Management processes;
· Analyzing availability and quality over time on service infrastructure and service
instances, including trend analysis and forecasting;
· Ensuring the operational capability of the SM&O processes; and
· Maintaining rating and tariff information for service infrastructure and service instances.
. Conducting Vulnerability Management;
. Conducting Threat Assessments;

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. Conducting Risk Assessments;

. Conducting Risk Mitigation;
. Conducting Secure Configuration Activities

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Inventory

Process Identifier: 1.1.2.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish, manage and administer the enterprise's service inventory, as embodied in the
Service Inventory Database, and monitor and report on the usage and access to the
service inventory, and the quality of the data maintained in it.

Extended Description
The responsibilities of the Manage Service Inventory processes are twofold - establish,
manage and administer the enterprise's service inventory, as embodied in the Service
Inventory Database, and monitor and report on the usage and access to the service
inventory, and the quality of the data maintained in it.
The service inventory maintains records of all service infrastructure and service instance
configuration, version, and status details. It also records test and performance results
and any other service related- information, required to support SM&O and other
processes.
The service inventory is also responsible for maintaining the association between
customer purchased product offering instances and service instances, created as a result
of the Service Configuration & Activation processes.
Responsibilities of these processes include, but are not limited to:

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· Identifying the inventory-relevant information requirements to be captured for service

infrastructure and service instances ;
· Identifying, establishing and maintaining service inventory repository facilities;
· Establishing and managing the service inventory management and information capture
processes;
· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download service data to and from the service
inventory;
· Ensuring the service inventory repository accurately captures and records all identified
service infrastructure and service instance details, through use of automated or manual
audits;
· Tracking and monitoring of the usage of, and access to, the service inventory repository
and associated costs, and reporting on the findings; and
· Identifying any technical driven shortcomings of the service inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Enable Service Configuration & Activation

Process Identifier: 1.1.2.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Planning and deployment of service infrastructure, and for ensuring availability of
sufficient service infrastructure to support the Service Configuration & Activation
processes.

Extended Description

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The Enable Service Configuration & Activation processes are responsible for planning
and deployment of service infrastructure, and for ensuring availability of sufficient service
infrastructure to support the Service Configuration & Activation processes.
The responsibilities of these processes include, but are not limited to:
· forecasting at an operational level service infrastructure volume requirements and run-
out timeframes;
· the capacity planning associated with the deployment of new and/or modified service
infrastructure;
· establishment and monitoring of organizational arrangements to support deployment
and operation of new and/or modified service infrastructure;
· creation, deployment, modification and/or upgrading of service infrastructure
deployment support tools (including Service Inventory) and processes for new and/or
modified service infrastructure;
· development and promulgation of service infrastructure capacity deployment rules and
controls;
· authoring, reviewing and approving operational procedures developed by Service
Development & Management processes prior to service infrastructure deployment;
· the testing and acceptance of new and/or modified service infrastructure as part of the
handover procedure from the Service Development & Management processes to
Operations;
· detecting service infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Service
Development & Management processes;
· co-ordination and roll-out, in accordance with approved plans, of the approved new
and/or modified service infrastructure;
· monitoring capacity utilization of deployed service infrastructure to provide early
detection of potential service infrastructure shortfalls;
· reconfiguration and re-arrangement of under-utilized deployed service infrastructure;
· managing recovery and/or removal of obsolete or unviable service infrastructure;
· reporting on deployed service infrastructure capacity;
· Tracking and monitoring of the service infrastructure deployment processes and costs
(including where service infrastructure is deployed and managed by third parties), and
reporting on the capability of the service infrastructure deployment processes;
· establishing and managing service provisioning notification facilities and lists to support
the Service Configuration & Activation notification and reporting processes; and
· updating the Service Inventory of any changes to the available service infrastructure
capacity.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Service Problem Management

Process Identifier: 1.1.2.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assist Service Problem Management processes by proactively undertaking statistically
driven preventative and scheduled service infrastructure maintenance activities and
monitoring, managing and reporting on the capability of the Service Problem
Management processes.

Extended Description
The responsibilities of the Support Service Problem Management processes are twofold -
assist Service Problem Management processes by proactively undertaking statistically
driven preventative and scheduled service infrastructure maintenance activities and
monitoring, managing and reporting on the capability of the Service Problem
Management processes.
These processes are responsible for ensuring that the service infrastructure is working
effectively and efficiently.
Responsibilities of these processes include, but are not limited to:
· Extracting and analyzing, including undertaking trend analysis, historical and current
service instance problem reports and performance reports to identify potential service
infrastructure or service instances requiring proactive maintenance and/or replacement;
· Requesting scheduling of additional service instance data collection to assist in the
analysis activity;
· Requesting scheduling of service instance performance testing to assist in analysis
activity;
· Developing and managing service infrastructure and service instance proactive
maintenance programs;
· Requesting service provisioning activity to prevent anticipated service problems
associated with capacity limitations identified in the analysis activities;
· Reporting outcomes of trend analysis to Service Development & Management
processes to influence new and/or modified service infrastructure development;

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· Tracking and monitoring of the Service Problem Management processes and associated
costs (including where service infrastructure is deployed and managed by third parties),
and reporting on the capability of the Service Problem Management processes;
· Establishing and managing service problem notification facilities and lists to support the
Service Problem Management notification and reporting processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Enable Service Quality Management

Process Identifier: 1.1.2.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Support Service Quality Management processes by proactively monitoring and assessing
service infrastructure performance, and monitoring, managing and reporting on the
capability of the Service Quality Management processes.

Extended Description
The responsibilities of the Enable Service Quality Management processes are twofold -
support Service Quality Management processes by proactively monitoring and assessing
service infrastructure performance, and monitoring, managing and reporting on the
capability of the Service Quality Management processes.
Proactive management is undertaken using a range of performance parameters, whether
technical, time, economic or process related.
The responsibilities of the processes include, but are not limited to:
· Undertaking proactive monitoring regimes of service infrastructure as required to ensure
ongoing performance within agreed parameters over time;
· Developing and maintaining a repository of acceptable performance threshold standards
for service instances to support the Service Quality Management processes;

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· Undertaking trend analysis, and producing reports, of the performance of service

infrastructure to identify any longer term deterioration;
· Monitoring and analyzing the service instance analyses produced by the Service Quality
Management processes to identify problems that may be applicable to the service
infrastructure as a whole;
· Sourcing details relating to service instance performance and analysis from the service
inventory to assist in the development of trend analyses;
· Logging the results of the analysis into the service inventory repository;
· Establishing and managing service quality data collection schedules, including
managing the collection of the necessary information from the Resource Data Collection
& Distribution processes, to support proactive monitoring and analysis activity, and
requests from Service Quality Management processes for additional data to support
service instance performance analysis;
· Establishing and managing facilities to support management of planned service
infrastructure and service instance outages;
· Establishing, maintaining and managing the testing of Service Quality control plans to
cater for anticipated service quality disruptions;
· Proactively triggering the instantiation of control plans to manage performance through
programmed and/or foreseen potentially disruptive events, i.e. anticipated traffic loads on
Xmas day, planned outages, etc.;
· Tracking and monitoring of the Service Quality Management processes and associated
costs (including where service infrastructure is deployed and managed by third parties),
and reporting on the capability of the Service Quality Management processes;
· Establishing and managing service quality notification facilities and lists to support the
Service Quality Management notification and reporting processes; and
· Supporting the Support Customer QoS/SLA Management process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Service & Specific Instance Rating

Process Identifier: 1.1.2.1.5

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that rating and tariff information is maintained for each service class, for use by
Service & Specific Instance Rating

Extended Description
The purpose of the Support Service & Specific Instance Rating processes ensure that
rating and tariff information is maintained for each service class, for use by Service &
Specific Instance Rating. They are also responsible for the processing of this information
related to administration of the services

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.2.1.2 Enable Service Configuration &

Activation

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Figure 78. Enable Service Configuration & Activation decomposition into level 4 processes

Enable Service Configuration & Activation

Process Identifier: 1.1.2.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Planning and deployment of service infrastructure, and for ensuring availability of
sufficient service infrastructure to support the Service Configuration & Activation
processes.

Extended Description
The Enable Service Configuration & Activation processes are responsible for planning
and deployment of service infrastructure, and for ensuring availability of sufficient service
infrastructure to support the Service Configuration & Activation processes.
The responsibilities of these processes include, but are not limited to:
· forecasting at an operational level service infrastructure volume requirements and run-
out timeframes;
· the capacity planning associated with the deployment of new and/or modified service
infrastructure;
· establishment and monitoring of organizational arrangements to support deployment
and operation of new and/or modified service infrastructure;

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· creation, deployment, modification and/or upgrading of service infrastructure

deployment support tools (including Service Inventory) and processes for new and/or
modified service infrastructure;
· development and promulgation of service infrastructure capacity deployment rules and
controls;
· authoring, reviewing and approving operational procedures developed by Service
Development & Management processes prior to service infrastructure deployment;
· the testing and acceptance of new and/or modified service infrastructure as part of the
handover procedure from the Service Development & Management processes to
Operations;
· detecting service infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Service
Development & Management processes;
· co-ordination and roll-out, in accordance with approved plans, of the approved new
and/or modified service infrastructure;
· monitoring capacity utilization of deployed service infrastructure to provide early
detection of potential service infrastructure shortfalls;
· reconfiguration and re-arrangement of under-utilized deployed service infrastructure;
· managing recovery and/or removal of obsolete or unviable service infrastructure;
· reporting on deployed service infrastructure capacity;
· Tracking and monitoring of the service infrastructure deployment processes and costs
(including where service infrastructure is deployed and managed by third parties), and
reporting on the capability of the service infrastructure deployment processes;
· establishing and managing service provisioning notification facilities and lists to support
the Service Configuration & Activation notification and reporting processes; and
· updating the Service Inventory of any changes to the available service infrastructure
capacity.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Plan & Forecast Service Infrastructure Requirements and Manage Capacity Planning

Process Identifier: 1.1.2.1.2.1

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Planning and deployment of new and/or modified service infrastructure to ensure
availability of sufficient service infrastructure to support the Service Provisioning
processes, and monitoring, managing and reporting on the capability of the Service
Provisioning processes.

Extended Description
· Forecasting at an operational level service infrastructure volume requirements and run-
out timeframes;
· Managing capacity planning associated with the deployment of new and/or modified
service infrastructure;

Explanatory
Not used for this process element

Mandatory
Not used for this process element

Optional
Not used for this process element

Interactions
Not used for this process element

Establish, Manage, and Develop Service Infrastructure Organization, Tools and

Processes

Process Identifier: 1.1.2.1.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing, Creating, Managing, and developing organization, Tools and processes for
operations of new/or modified service infrastructure.

Extended Description

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• Establishing and monitoring of organizational arrangements to support deployment and

operation of new and/or modified service infrastructure;
• Creating, deploying, modifying and/or upgrading of service infrastructure deployment
support tools (including service Inventory) and processes for new and/or modified service
infrastructure;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop and Implement Service Infrastructure Capacity and Operational Rules and
Procedures

Process Identifier: 1.1.2.1.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Developing and implementing the capacity deplyment rules and admisnitrating the
infrastructure operational procedures.

Extended Description
• Developing and promulgating service infrastructure capacity deployment rules and
controls;
• Authoring, reviewing and approving operational procedures developed by Service
Development & Management processes prior to service infrastructure deployment;

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Perform Service Infrastructure Acceptance Test and Address & Monitor the Change

Process Identifier: 1.1.2.1.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Performing acceptance test during the hand over process of newand/or modified service
infrastructure. Also monitoring the new and/or modified infrastructure and addressing the
operational limitations.

Extended Description
• Testing and acceptance of new and/or modified service infrastructure as part of the
handover procedure from the Service Development & Management processes to
Operations;
• Detecting service infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Service
Development & Management processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Track & Supervise the Rollout of new and/or Modified Infrastructure

Process Identifier: 1.1.3.1.1.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Supervising the rollout activities of new and/or modified resource infrastructure.

Extended Description
• Scheduling, managing, tracking and monitoring of the roll-out, in accordance with
approved plans, of the approved new and/or modified resource infrastructure;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor, Report and Release Mgmt. of Service Infrastructure and Capacity Utilization

Process Identifier: 1.1.2.1.2.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitoring and reporting the capacity utilization of existing infrastructure.

Extended Description
• Monitoring capacity utilization of deployed service infrastructure to provide early
detection of potential service infrastructure shortfalls;

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• Monitoring of, and reporting on, service infrastructure and resource instance currency
and version management;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Optimize Existing Service Infrastructure Utilization

Process Identifier: 1.1.2.1.2.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Optimizing the infrastructure capacity utilization.

Extended Description
• Reconfiguring and re-arranging under-utilized deployed service infrastructure

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Track, Monitor and Report Resource Provisioning

Process Identifier: 1.1.3.1.1.8

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Tracking and monitoring the resource provisioning processes and provide the reporting
support.

Extended Description
• Tracking and monitoring of the Resource Provisioning Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Provisioning Management
processes;
• Establishing and managing resource provisioning notification facilities and lists to
support the Resource Provisioning notification and reporting processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Update Service Inventory Record

Process Identifier: 1.1.2.1.2.9

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Updating the inventory record.

Extended Description
• Updating the Service Inventory of any changes to the available service infrastructure
capacity.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.2.1.3 Support Service Problem

Management

Figure 79. Support Service Problem Management decomposition into level 4 processes

Support Service Problem Management

Process Identifier: 1.1.2.1.3

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assist Service Problem Management processes by proactively undertaking statistically
driven preventative and scheduled service infrastructure maintenance activities and
monitoring, managing and reporting on the capability of the Service Problem
Management processes.

Extended Description
The responsibilities of the Support Service Problem Management processes are twofold -
assist Service Problem Management processes by proactively undertaking statistically
driven preventative and scheduled service infrastructure maintenance activities and
monitoring, managing and reporting on the capability of the Service Problem
Management processes.
These processes are responsible for ensuring that the service infrastructure is working
effectively and efficiently.
Responsibilities of these processes include, but are not limited to:
· Extracting and analyzing, including undertaking trend analysis, historical and current
service instance problem reports and performance reports to identify potential service
infrastructure or service instances requiring proactive maintenance and/or replacement;
· Requesting scheduling of additional service instance data collection to assist in the
analysis activity;
· Requesting scheduling of service instance performance testing to assist in analysis
activity;
· Developing and managing service infrastructure and service instance proactive
maintenance programs;
· Requesting service provisioning activity to prevent anticipated service problems
associated with capacity limitations identified in the analysis activities;
· Reporting outcomes of trend analysis to Service Development & Management
processes to influence new and/or modified service infrastructure development;
· Tracking and monitoring of the Service Problem Management processes and associated
costs (including where service infrastructure is deployed and managed by third parties),
and reporting on the capability of the Service Problem Management processes;
· Establishing and managing service problem notification facilities and lists to support the
Service Problem Management notification and reporting processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Manage Service Problem & Performance Data Collection

Process Identifier: 1.1.2.1.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Reviewing the trend analysis and undertaking the analysis of trouble and performance
report to identify the necessary preventative activities.

Extended Description
• Extracting and analyzing, including undertaking trend analysis, historical and current
service instance trouble reports and performance reports to identify potential service
infrastructure or service instances requiring proactive maintenance and/or replacement;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Infrastructure, Provisioning and Preventive Maintenance Schedules

Process Identifier: 1.1.2.1.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Proactively undertaking statistically driven preventative and scheduled service
infrastructure maintenance activities, and repair activities, and monitoring, managing and
reporting on the capability of the Service Problem Management processes.

Extended Description
• Requesting scheduling of additional service instance data collection to assist in the
analysis activity;
• Requesting scheduling of service instance performance testing to assist in analysis
activity;
• Developing and managing service infrastructure and service instance proactive
maintenance programs;
• Requesting service provisioning activity to prevent anticipated resource troubles
associated with capacity limitations identified in the analysis activities;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Service Problem Trends

Process Identifier: 1.1.2.1.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Proactively gernerating reports based on the trend analysis.

Extended Description

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• Reporting outcomes of trend analysis to Service Development & Management

processes to influence new and/or modified service infrastructure development;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track, Monitor and Manage Service Problem Processes

Process Identifier: 1.1.2.1.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track, monitor and assess the service performance management processes and
associated costs and report.

Extended Description
• Tracking and monitoring of the Service Problem Management processes and associated
costs, and reporting on the capability of the Service Problem Management processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Provide Support for Service Problem Processes

Process Identifier: 1.1.2.1.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing, managing and maintaining the supporting facilities and quality management
support for Service Problem management processes.

Extended Description
• Establishing and managing Service Problemnotification facilities and lists to support the
Service Problem Management notification and reporting processes; and
• Supporting the Support Service Problem Management process

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.2.1.4 Enable Service Quality

Management

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Figure 80. Enable Service Quality Management decomposition into level 4 processes

Enable Service Quality Management

Process Identifier: 1.1.2.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Support Service Quality Management processes by proactively monitoring and assessing
service infrastructure performance, and monitoring, managing and reporting on the
capability of the Service Quality Management processes.

Extended Description
The responsibilities of the Enable Service Quality Management processes are twofold -
support Service Quality Management processes by proactively monitoring and assessing
service infrastructure performance, and monitoring, managing and reporting on the
capability of the Service Quality Management processes.
Proactive management is undertaken using a range of performance parameters, whether
technical, time, economic or process related.
The responsibilities of the processes include, but are not limited to:
· Undertaking proactive monitoring regimes of service infrastructure as required to ensure
ongoing performance within agreed parameters over time;
· Developing and maintaining a repository of acceptable performance threshold standards
for service instances to support the Service Quality Management processes;

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· Undertaking trend analysis, and producing reports, of the performance of service

infrastructure to identify any longer term deterioration;
· Monitoring and analyzing the service instance analyses produced by the Service Quality
Management processes to identify problems that may be applicable to the service
infrastructure as a whole;
· Sourcing details relating to service instance performance and analysis from the service
inventory to assist in the development of trend analyses;
· Logging the results of the analysis into the service inventory repository;
· Establishing and managing service quality data collection schedules, including
managing the collection of the necessary information from the Resource Data Collection
& Distribution processes, to support proactive monitoring and analysis activity, and
requests from Service Quality Management processes for additional data to support
service instance performance analysis;
· Establishing and managing facilities to support management of planned service
infrastructure and service instance outages;
· Establishing, maintaining and managing the testing of Service Quality control plans to
cater for anticipated service quality disruptions;
· Proactively triggering the instantiation of control plans to manage performance through
programmed and/or foreseen potentially disruptive events, i.e. anticipated traffic loads on
Xmas day, planned outages, etc.;
· Tracking and monitoring of the Service Quality Management processes and associated
costs (including where service infrastructure is deployed and managed by third parties),
and reporting on the capability of the Service Quality Management processes;
· Establishing and managing service quality notification facilities and lists to support the
Service Quality Management notification and reporting processes; and
· Supporting the Support Customer QoS/SLA Management process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor & Manage Regulatory Issues

Process Identifier: 1.1.3.1.2.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Proactively monitoring and dealing regulatory issues to ensure the ongoing performance
of resource infrastructure.

Extended Description
• Undertaking proactive monitoring regimes of resource infrastructure as required to
ensure ongoing performance within agreed parameters over time;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish and Maintain Performance Threshold Standards

Process Identifier: 1.1.2.1.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing and maintaining the rules and standards for performance threshold

Extended Description
• Developing and maintaining a repository of acceptable performance threshold standards
for resource instances to support the Service Quality Management processes;

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Undertake Performance Trend Analysis

Process Identifier: 1.1.3.1.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analysing the performance trends to identify the performance degredation.

Extended Description
• Undertaking trend analysis, and producing reports, of the performance of resource
infrastructure to identify any longer term deterioration;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor and Analyse Service Performance Reports, and Identify Issues

Process Identifier: 1.1.2.1.4.4

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Review the service performance management operational report prepared by resource
performance management processes.

Extended Description
• Monitoring and analyzing the service instance analyses produced by the Service
Quality Management processes to identify problems that may be applicable to the service
infrastructure as a whole;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Correlate the Service Performance Problem Reports & Manage Inventory Repository

Process Identifier: 1.1.2.1.4.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Correlating the Performance issues indetified based on the performance report review
and logging the results in inventory repository.

Extended Description
• Sourcing details relating to service instance performance and analysis from the resource
inventory to assist in the development of trend analyses;
• Logging the results of the analysis into the service inventory repository;

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Performance Data Collection

Process Identifier: 1.1.2.1.4.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develping and managing the service performance data collection schedules and
supporting the monitoring activities to gather the resource performance data.

Extended Description
• Establishing and managing service quality data collection schedules, including
managing the collection of the necessary information from the Resource Data Collection
& Distribution processes, to support proactive monitoring and analysis activity, and
requests from Service Quality Management processes for additional data to support
service instance performance analysis;

• Management processes for additional data to support serice instance performance

analysis;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Establish, Maintain and Manage the Support Plans

Process Identifier: 1.1.3.1.2.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing and managing the support facilities and maintaining the testing activities of
resource performance control plans.

Extended Description
• Establishing and managing facilities to support management of planned resource
infrastructure and resource instance outages;
• Establishing, maintaining and managing the testing of resource performance control
plans to cater for anticipated resource performance disruptions;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess and Report Service Quality Management Processes

Process Identifier: 1.1.2.1.4.8

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Track, monitor and assess the service performance management processes and
associated costs and report.

Extended Description
• Tracking and monitoring of the Service Quality Management processes and associated
costs (including where service infrastructure is deployed and managed by third parties),
and reporting on the capability of the Service Quality Management processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Provide Supporting Procedures and Quality Management Support

Process Identifier: 1.1.3.1.2.9

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing, managing and maintaining the supporting facilities and quality management
support for resource perfomrance managmeent processes.

Extended Description
• Establishing and managing resource performance notification facilities and lists to
support the Resource Performance Management notification and reporting processes;
and
• Supporting the Support Service Quality Management process.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.2.2 Service Configuration & Activation

Figure 81. Service Configuration & Activation decomposition into level 3 processes

Service Configuration & Activation

Process Identifier: 1.1.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Allocation, implementation, configuration, activation and testing of specific services to
meet customer requirements.

Extended Description

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Service Configuration & Activation processes encompass allocation, implementation,

configuration, activation and testing of specific services to meet customer requirements,
or in response to requests from other processes to alleviate specific service capacity
shortfalls, availability concerns or failure conditions. Where included in the service
provider offering, these processes extend to cover customer premises equipment.
Responsibilities of the Service Configuration & Activation processes include, but are not
limited to:
· Verifying whether specific service designs sought by customers are feasible as part of
pre-order feasibility checks;
· Allocating the appropriate specific service parameters to support service orders or
requests from other processes;
· Reserving specific service parameters (if required by the business rules) for a given
period of time until the initiating customer order is confirmed, or until the reservation
period expires (if applicable);
· Implementing, configuring and activating specific services, as appropriate;
· Testing the specific services to ensure the service is working correctly;
· Recovery of specific services;
· Updating of the Service Inventory Database to reflect that the specific service has been
allocated, modified or recovered;
· Assigning and tracking service provisioning activities;
· Managing service provisioning jeopardy conditions; and
· Reporting progress on service orders to other processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Design Solution

Process Identifier: 1.1.2.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Develop an end-end specific service design which complies with a particular customer's
requirement

Extended Description
The purpose of the Design Solution processes is to develop an end-end specific service
design which complies with a particular customer's requirement.
These processes are invoked when a customer order requires special or unusual end-
end service arrangements, which are not able to be satisfied using standard service
arrangements. These processes may be invoked as part of a service feasibility
assessment, or as a result of a confirmed customer order.
The responsibilities of these processes include, but are not limited to:
· Developing an overall service solution design for a particular customer, including
customer premises equipment, operational methods, resource assignments and pre-order
feasibility;
· Developing an implementation plan considering training and operational support
measures and needs, such as the proper parameter information for the Service Quality
Management process;
· Consideration of current and future service and underlying resources
infrastructure, as well as expected solution results, budget, duration and risks;
· Consideration of the time schedule according with customer requirements;
· Ensure service and provisioning efficiency;
· Undertaking a business assessment, ensuring an appropriate time-to-revenue as
a result of the service and underlying resource investment; and· Developing a detailed
design identifying the relevant service orders to be issued to the Implement,
Configure & Activate Service process and the Allocate Specific Service Parameters to
Services processes.
A specific service design may require inclusion of some or all of the above aspects
depending on whether the service design is being undertaken as part of a feasibility
assessment, or is being developed as a result of a committed customer order.
These processes invoke requests to RM&O provisioning processes to determine the
availability of suitable specific resources, or to suppliers /partners though the S/PRM
process in the event that the service design requires either the inclusion of outsourced or
partner provided specific services.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Allocate Specific Service Parameters to Services

Process Identifier: 1.1.2.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue service identifiers for new services.

Extended Description
The purpose of the Allocate Specific Service Parameters to Services processes is to
issue service identifiers for new services.
Where the Allocate Specific Service Parameters to Services processes are requested by
a pre-feasibility service order, or by the Design Services processes, these processes
determine whether the requested service parameters are available. Depending on
business rules, and on any specific levels of commitment contained in the initiating
service order or service design request, these processes may reserve specific service
parameters linked to the initiating service order or service design request for a period of
time, and releasing them when the time period has expired. These processes are
responsible for creating a response to the initiating processes with respect to the
feasibility assessment.
Where the Allocate Specific Service Parameters to Services processes are requested by
a service order issued in response to a confirmed customer order, these processes are
responsible for allocating the specific service parameters required to satisfy the initiating
service order. Any previously reserved specific service parameters are marked as
allocated.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Track & Manage Service Provisioning

Process Identifier: 1.1.2.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure service provisioning activities are assigned, managed and tracked efficiently.

Extended Description
The objective of the Track & Manage Service Provisioning processes is to ensure service
provisioning activities are assigned, managed and tracked efficiently.
Responsibilities of these processes include, but are not limited to:

· Scheduling, assigning and coordinating service provisioning related activities;

· Generating the respective resource order creation request(s) to Issue Resource Orders
based on specific service orders;
· Escalating status of service orders in accordance with local policy; · Undertaking
necessary tracking of the execution process;
· Adding additional information to an existing service order;
· Modifying information in an existing service order;·
· Modifying the service order status;
· Canceling a service order when the initiating customer order is cancelled;
· Monitoring the jeopardy status of service orders, and escalating service orders as
necessary; and
· Indicating completion of a service order by modifying the service order status.

Note that some specific service components may be delivered by suppliers/partners. In

these cases the Track & Manage Service Provisioning process is responsible for initiating
requests, through S/P Requisition Management for the delivery by the supplier/partner of
the specific service components.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Implement, Configure & Activate Service

Process Identifier: 1.1.2.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Implement, configure and activate the specific services allocated against an issued
service order.

Extended Description
The purpose of the Implement, Configure & Activate Service processes is to implement,
configure and activate the specific services allocated against an issued service order.
These processes are responsible for, but not limited to:
· Assessing and planning the approach to be undertaken for implementation,
configuration and activation;
· Re-using standard implementation, configuration and activation processes
applicable to specific services;
· Implementing, configuring and reconfiguring specific services, including customer
premises equipment if part of the service provider offering.
· Providing notifications as required if the implementation, configuration and
activation activity requires a planned outage or is likely to initiate false specific service
alarm event notifications; and
· Updating the information contained in the service inventory as to the
configuration of specific services and their status.
At the successful conclusion of these activities, the status of the specific services will be
changed from allocated to activated, which means they are in-use.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Test Service End-to-End

Process Identifier: 1.1.2.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Test specific services to ensure all components are operating within normal parameters,
and that the service is working to agreed performance levels

Extended Description
The responsibility of the Test Service End-to-End processes is to test specific services to
ensure all components are operating within normal parameters, and that the service is
working to agreed performance levels before its activation for the customer.
This purpose is performed through testing the service end-to-end as far as possible.
These processes test specific services against supplier/partner defined test plans, or
against test plans developed by the service provider.
Where appropriate test plans are not available these processes are responsible for
developing appropriate test plans. These processes are also responsible for capturing
and storing the test results for historical and downstream testing comparison purposes.
If these tests succeed, the specific services will be marked as in-service which means the
specific services are available for use by customers.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

1.1.2.2.6 (Deleted)

Process Identifier: 1.1.2.2.6 (This Process ID has been deliberately unused!)

Issue Service Orders

Process Identifier: 1.1.2.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue correct and complete service orders

Extended Description
The purpose of the Issue Service Orders processes is to issue correct and complete
service orders.
The service orders may be required to satisfy pertinent customer order information
received, may arise as a result of requests for service provisioning to satisfy service
problem recovery activities, may arise to alleviate service performance issues, or may
arise as a result of information received from suppliers/partners in relations to specific
services.
These processes assess the information contained in the customer order, through a
service order request, relating to the purchased product offering, initiating service process
or supplier/partner initiated request, to determine the associated service orders that need
to be issued.
The issued service order may require a service feasibility assessment or a service design
to be produced, may require new provisioning activities for specific services, may require
a change to a previously issued service order, or may require deletion and/or recovery of
previously delivered specific services. Where, the initiating request or the purchased
product offering has a standard set of associated service orders this process is
responsible for issuing the service orders, and for creating a record of the relevant
initiating request or customer order information and the associated service orders.
Where the initiating request or the purchased product offering has special or unusual
requirements, and a specific feasibility assessment and/or service design has been
previously created, this process is responsible for issuing the service orders, and for
creating a record of the relevant initiating request or customer order information and the
associated service orders.

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Where the purchased product offering has special or unusual requirements, and a
specific feasibility assessment and/or specific service design has not been previously
created, this process marks the issued service order as requiring special handling, and
passes management for further processing to the Track & Manage Service Provisioning
process.
The orchestration, if required, and tracking of the service order progress is the
responsibility of the Track & Manage Service Provisioning processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Service Provisioning

Process Identifier: 1.1.2.2.8

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of service orders, provide notifications of any changes and provide
management reports.

Extended Description
The objective of the Report Service Provisioning processes is to monitor the status of
service orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service orders
and managing notifications to processes and other parties registered to receive
notifications of any status changes. Notification lists are managed and maintained by the
Enable Service Configuration & Activation processes.
These processes record, analyze and assess the service order status changes to provide
management reports and any specialized summaries of the efficiency and effectiveness
of the overall Service Configuration & Activation process. These specialized summaries
could be specific reports required by specific audiences.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close Service Order

Process Identifier: 1.1.2.2.9

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a service order when the service provisioning activities have been completed

Extended Description
The objective of the Close Service Order processes is to close a service order when the
service provisioning activities have been completed.
These processes monitor the status of all open service orders, and recognize that a
service order is ready to be closed when the status is changed to completed.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Recover Service

Process Identifier: 1.1.2.2.10

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Recover specific services that are no longer required by customers.

Extended Description
The responsibility of the Recover Service processes is to recover specific services that
are no longer required by customers.
These processes follow recovery plans specified by the supplier/partner, or against
recovery plans developed by the service provider.
Where appropriate recovery plans are not available these processes are responsible for
developing appropriate recovery plans.
Where recovery of services is likely to impact other in-use specific services, this process
is responsible for providing appropriate notification of the recovery proposal and ensuring
authorization is received to proceed with the recovery plan. When the recovery activity is
about to commence, these processes are responsible for notifying when recovery work is
commencing and when it is completed.
When recovered, the specific services and/or associated service specific parameters will
be marked as unallocated.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.1.2.2.1 Design Solution

Figure 82. Design Solution decomposition into level 4 processes

Design Solution

Process Identifier: 1.1.2.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop an end-end specific service design which complies with a particular customer's
requirement

Extended Description
The purpose of the Design Solution processes is to develop an end-end specific service
design which complies with a particular customer's requirement.
These processes are invoked when a customer order requires special or unusual end-
end service arrangements, which are not able to be satisfied using standard service
arrangements. These processes may be invoked as part of a service feasibility
assessment, or as a result of a confirmed customer order.
The responsibilities of these processes include, but are not limited to:
· Developing an overall service solution design for a particular customer, including
customer premises equipment, operational methods, resource assignments and pre-order
feasibility;

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· Developing an implementation plan considering training and operational support

measures and needs, such as the proper parameter information for the Service Quality
Management process;
· Consideration of current and future service and underlying resources
infrastructure, as well as expected solution results, budget, duration and risks;
· Consideration of the time schedule according with customer requirements;
· Ensure service and provisioning efficiency;
· Undertaking a business assessment, ensuring an appropriate time-to-revenue as
a result of the service and underlying resource investment; and· Developing a detailed
design identifying the relevant service orders to be issued to the Implement,
Configure & Activate Service process and the Allocate Specific Service Parameters to
Services processes.
A specific service design may require inclusion of some or all of the above aspects
depending on whether the service design is being undertaken as part of a feasibility
assessment, or is being developed as a result of a committed customer order.
These processes invoke requests to RM&O provisioning processes to determine the
availability of suitable specific resources, or to suppliers /partners though the S/PRM
process in the event that the service design requires either the inclusion of outsourced or
partner provided specific services.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Overall Service Design

Process Identifier: 1.1.2.2.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop an overall service solution design for a particular customer, including customer
premises equipment, operational methods, resource assignments and pre-order

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feasibility;

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Develop an overall service solution design for a particular customer, including customer
premises equipment, operational methods, resource assignments and pre-order
feasibility;

Optional
Not used for this process element

Interactions
Not used for this process element

Develop Service Implementation Plan

Process Identifier: 1.1.2.2.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop an implementation plan considering training and operational support measures
and needs, such as the proper parameter information for the Service Quality
Management process;
· Consideration of current and future service and underlying resources infrastructure, as
well as expected solution results, budget, duration and risks;
· Consideration of the time schedule according with customer requirements;
· Ensure service and provisioning efficiency;
· Undertaking a business assessment, ensuring an appropriate time-to-revenue as a
result of the service and underlying resource investment;

Extended Description
Not used for this process element

Explanatory

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Consideration of current and future service and underlying resources infrastructure, as

well as expected solution results, budget, duration and risks;
· Consideration of the time schedule according with customer requirements;
· Ensure service and provisioning efficiency;
· Undertaking a business assessment, ensuring an appropriate time-to-revenue as a
result of the service and underlying resource investment;

Mandatory
Develop an implementation plan considering training and operational support measures
and needs, such as the proper parameter information for the Service Quality
Management process;

Optional
Not used for this process element

Interactions
Not used for this process element

Develop Detailed Service Design

Process Identifier: 1.1.2.2.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop a detailed design identifying the relevant service orders to be issued to the
Implement,
Configure & Activate Service process and the Allocate Specific Service Parameters to
Services processes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Develop a detailed design identifying the relevant service orders to be issued to the
Implement,

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Configure & Activate Service process and the Allocate Specific Service Parameters to
Services processes.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.2.2.2 Allocate Specific Service

Parameters to Services

Figure 83. Allocate Specific Service Parameters to Services decomposition into level 4 processes

Allocate Specific Service Parameters to Services

Process Identifier: 1.1.2.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue service identifiers for new services.

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Extended Description
The purpose of the Allocate Specific Service Parameters to Services processes is to
issue service identifiers for new services.
Where the Allocate Specific Service Parameters to Services processes are requested by
a pre-feasibility service order, or by the Design Services processes, these processes
determine whether the requested service parameters are available. Depending on
business rules, and on any specific levels of commitment contained in the initiating
service order or service design request, these processes may reserve specific service
parameters linked to the initiating service order or service design request for a period of
time, and releasing them when the time period has expired. These processes are
responsible for creating a response to the initiating processes with respect to the
feasibility assessment.
Where the Allocate Specific Service Parameters to Services processes are requested by
a service order issued in response to a confirmed customer order, these processes are
responsible for allocating the specific service parameters required to satisfy the initiating
service order. Any previously reserved specific service parameters are marked as
allocated.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine Service Parameter Availability

Process Identifier: 1.1.2.2.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where the Allocate Specific Service Parameters to Services processes are requested by
a pre-feasibility service order, or by the Design Services processes, these processes
determine whether the requested service parameters are available.

Extended Description

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Not used for this process element

Explanatory
Where the Allocate Specific Service Parameters to Services processes are requested by
a pre-feasibility service order, or by the Design Services processes,

Mandatory
these processes determine whether the requested service parameters are available.

Optional
Not used for this process element

Interactions
Not used for this process element

Reserve Service Parameters

Process Identifier: 1.1.2.2.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Depending on business rules, and on any specific levels of commitment contained in the
initiating service order or service design request, these processes may reserve specific
service parameters linked to the initiating service order or service design request for a
period of time

Extended Description
Not used for this process element

Explanatory
Depending on business rules, and on any specific levels of commitment contained in the
initiating service order or service design request,

Mandatory
these processes may reserve specific service parameters linked to the initiating service
order or service design request for a period of time

Optional
Not used for this process element

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Interactions
Not used for this process element

Release Service Parameter

Process Identifier: 1.1.2.2.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Release the reservation when the time period has expired.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Release the reservation when the time period has expired.

Optional
Not used for this process element

Interactions
Not used for this process element

Allocate Service Parameters

Process Identifier: 1.1.2.2.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where the Allocate Specific Service Parameters to Services processes are requested by
a service order issued in response to a confirmed customer order, this process is
responsible for allocating the specific service parameters required to satisfy the initiating

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service order. Any previously reserved specific service parameters are marked as
allocated.

Extended Description
Not used for this process element

Explanatory
Where the Allocate Specific Service Parameters to Services processes are requested by
a service order issued in response to a confirmed customer order,

Mandatory
this process is responsible for allocating the specific service parameters required to
satisfy the initiating service order. Any previously reserved specific service parameters
are marked as allocated.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.2.2.3 Track & Manage Service

Provisioning

Figure 84. Track & Manage Service Provisioning decomposition into level 4 processes

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Track & Manage Service Provisioning

Process Identifier: 1.1.2.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure service provisioning activities are assigned, managed and tracked efficiently.

Extended Description
The objective of the Track & Manage Service Provisioning processes is to ensure service
provisioning activities are assigned, managed and tracked efficiently.
Responsibilities of these processes include, but are not limited to:

· Scheduling, assigning and coordinating service provisioning related activities;

· Generating the respective resource order creation request(s) to Issue Resource Orders
based on specific service orders;
· Escalating status of service orders in accordance with local policy; · Undertaking
necessary tracking of the execution process;
· Adding additional information to an existing service order;
· Modifying information in an existing service order;·
· Modifying the service order status;
· Canceling a service order when the initiating customer order is cancelled;
· Monitoring the jeopardy status of service orders, and escalating service orders as
necessary; and
· Indicating completion of a service order by modifying the service order status.

Note that some specific service components may be delivered by suppliers/partners. In

these cases the Track & Manage Service Provisioning process is responsible for initiating
requests, through S/P Requisition Management for the delivery by the supplier/partner of
the specific service components.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Assign Service Provisioning Activity

Process Identifier: 1.1.2.2.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Schedule, assign and coordinate service provisioning related activities.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Schedule, assign and coordinate service provisioning related activities.

Optional
Not used for this process element

Interactions
Not used for this process element

Track Service Provisioning Activity

Process Identifier: 1.1.2.2.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Undertake necessary tracking of the execution process. Monitor the jeopardy status of
service orders, and escalating service orders as necessary.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Undertake necessary tracking of the execution process. Monitor the jeopardy status of
service orders, and escalating service orders as necessary.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Service Provisioning Activity

Process Identifier: 1.1.2.2.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Responsibilities of this processes include, but are not limited to:
- Generating the respective resource order creation request(s) to Issue Resource Orders
based on specific service orders;
· Escalating status of service orders in accordance with local policy; · Undertaking
necessary tracking of the execution process;
· Adding additional information to an existing service order;
· Modifying information in an existing service order;·
· Modifying the service order status;
· Canceling a service order when the initiating customer order is cancelled;
· Indicating completion of a service order by modifying the service order status.

Note that some specific service components may be delivered by suppliers/partners. In

these cases the Track & Manage Service Provisioning process is responsible for initiating

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requests, through S/P Requisition Management for the delivery by the supplier/partner of
the specific service components.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Responsibilities of this processes include, but are not limited to:
- Generating the respective resource order creation request(s) to Issue Resource Orders
based on specific service orders;
· Escalating status of service orders in accordance with local policy; · Undertaking
necessary tracking of the execution process;
· Adding additional information to an existing service order;
· Modifying information in an existing service order;·
· Modifying the service order status;
· Canceling a service order when the initiating customer order is cancelled;
· Indicating completion of a service order by modifying the service order status.

Optional
Not used for this process element

Interactions
Note that some specific service components may be delivered by suppliers/partners. In
these cases the Track & Manage Service Provisioning process is responsible for initiating
requests, through S/P Requisition Management for the delivery by the supplier/partner of
the specific service components

1.1.2.2.4 Implement, Configure & Activate

Service

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Figure 85. Implement, Configure & Activate Service decomposition into level 4 processes

Implement, Configure & Activate Service

Process Identifier: 1.1.2.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Implement, configure and activate the specific services allocated against an issued
service order.

Extended Description
The purpose of the Implement, Configure & Activate Service processes is to implement,
configure and activate the specific services allocated against an issued service order.
These processes are responsible for, but not limited to:
· Assessing and planning the approach to be undertaken for implementation,
configuration and activation;
· Re-using standard implementation, configuration and activation processes
applicable to specific services;
· Implementing, configuring and reconfiguring specific services, including customer
premises equipment if part of the service provider offering.
· Providing notifications as required if the implementation, configuration and
activation activity requires a planned outage or is likely to initiate false specific service
alarm event notifications; and

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· Updating the information contained in the service inventory as to the

configuration of specific services and their status.
At the successful conclusion of these activities, the status of the specific services will be
changed from allocated to activated, which means they are in-use.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Configure Service

Process Identifier: 1.1.2.2.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assess and plan the approach to be undertaken for configuration.
Re-use standard configuration and processes applicable to specific services.
Configure and reconfigure specific services, including customer premises equipment if
part of the service provider offering.
Provide notifications as required if the configuration activity requires a planned outage or
is likely to initiate false specific service alarm event notifications.
Update the information contained in the service inventory as to the configuration of
specific services and their status.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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Assess and plan the approach to be undertaken for configuration.

Re-use standard configuration and processes applicable to specific services.
Configure and reconfigure specific services, including customer premises equipment if
part of the service provider offering.
Provide notifications as required if the configuration activity requires a planned outage or
is likely to initiate false specific service alarm event notifications.
Update the information contained in the service inventory as to the configuration of
specific services and their status.

Optional
Not used for this process element

Interactions
Provide notifications as required if the configuration activity requires a planned outage or
is likely to initiate false specific service alarm event notifications.

Implement Service

Process Identifier: 1.1.2.2.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assess and plan the approach to be undertaken for implementation.
Re-use standard implementation processes applicable to specific services.
Implement specific services, including customer premises equipment if part of the service
provider offering.
Provide notifications as required if the implementation activity requires a planned outage
or is likely to initiate false specific service alarm event notifications.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Assess and plan the approach to be undertaken for implementation.
Re-use standard implementation processes applicable to specific services.

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Implement specific services, including customer premises equipment if part of the service
provider offering.
Provide notifications as required if the implementation activity requires a planned outage
or is likely to initiate false specific service alarm event notifications.

Optional
Not used for this process element

Interactions
Provide notifications as required if the implementation activity requires a planned outage
or is likely to initiate false specific service alarm event notifications.

Activate Service

Process Identifier: 1.1.2.2.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assess and plan the approach to be undertaken for activation.
Re-used standard activation processes applicable to specific services.
Provide notifications as required if the activation activity requires a planned outage or is
likely to initiate false specific service alarm event notifications.
At the successful conclusion of this activity, the status of the specific services will be
changed from allocated to activated, which means they are in-use.

Extended Description
Not used for this process element

Explanatory
At the successful conclusion of this activity, the status of the specific services will be
changed from allocated to activated, which means they are in-use.

Mandatory
Assess and plan the approach to be undertaken for activation.
Re-used standard activation processes applicable to specific services.
Provide notifications as required if the activation activity requires a planned outage or is
likely to initiate false specific service alarm event notifications.

Optional

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Not used for this process element

Interactions
Provide notifications as required if the activation activity requires a planned outage or is
likely to initiate false specific service alarm event notifications.

1.1.2.2.5 Test Service End-to-End

Figure 86. Test Service End-to-End decomposition into level 4 processes

Test Service End-to-End

Process Identifier: 1.1.2.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Test specific services to ensure all components are operating within normal parameters,
and that the service is working to agreed performance levels

Extended Description
The responsibility of the Test Service End-to-End processes is to test specific services to
ensure all components are operating within normal parameters, and that the service is
working to agreed performance levels before its activation for the customer.

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This purpose is performed through testing the service end-to-end as far as possible.
These processes test specific services against supplier/partner defined test plans, or
against test plans developed by the service provider.
Where appropriate test plans are not available these processes are responsible for
developing appropriate test plans. These processes are also responsible for capturing
and storing the test results for historical and downstream testing comparison purposes.
If these tests succeed, the specific services will be marked as in-service which means the
specific services are available for use by customers.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Test Service

Process Identifier: 1.1.2.2.5.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Test specific services to ensure all components are operating within normal parameters,
and that the service is working to agreed performance levels before its activation for the
customer.
This purpose is performed through testing the service end-to-end as far as possible.
These processes test specific services against supplier/partner defined test plans, or
against test plans developed by the service provider.

Extended Description
Not used for this process element

Explanatory
This purpose is performed through testing the service end-to-end as far as possible.

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These processes test specific services against supplier/partner defined test plans, or
against test plans developed by the service provider.

Mandatory
Test specific services to ensure all components are operating within normal parameters,
and that the service is working to agreed performance levels before its activation for the
customer.

Optional
Not used for this process element

Interactions
Not used for this process element

Develop Service Test Plans

Process Identifier: 1.1.2.2.5.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where appropriate test plans are not available this process is responsible for developing
appropriate test plans.

Extended Description
Not used for this process element

Explanatory
Where appropriate test plans are not available

Mandatory
this process is responsible for developing appropriate test plans.

Optional
Not used for this process element

Interactions
Not used for this process element

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Capture Service Test Results

Process Identifier: 1.1.2.2.5.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Capture and store the test results for historical and downstream testing comparison
purposes.
If the tests succeed, the specific services will be marked as in-service which means the
specific services are available for use by customers.

Extended Description
Not used for this process element

Explanatory
If the tests succeed, the specific services will be marked as in-service which means the
specific services are available for use by customers.

Mandatory
Capture and store the test results for historical and downstream testing comparison
purposes.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.2.2.7 Issue Service Orders

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Figure 87. Issue Service Orders decomposition into level 4 processes

Issue Service Orders

Process Identifier: 1.1.2.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue correct and complete service orders

Extended Description
The purpose of the Issue Service Orders processes is to issue correct and complete
service orders.
The service orders may be required to satisfy pertinent customer order information
received, may arise as a result of requests for service provisioning to satisfy service
problem recovery activities, may arise to alleviate service performance issues, or may
arise as a result of information received from suppliers/partners in relations to specific
services.
These processes assess the information contained in the customer order, through a
service order request, relating to the purchased product offering, initiating service process
or supplier/partner initiated request, to determine the associated service orders that need
to be issued.
The issued service order may require a service feasibility assessment or a service design
to be produced, may require new provisioning activities for specific services, may require
a change to a previously issued service order, or may require deletion and/or recovery of
previously delivered specific services. Where, the initiating request or the purchased
product offering has a standard set of associated service orders this process is

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responsible for issuing the service orders, and for creating a record of the relevant
initiating request or customer order information and the associated service orders.
Where the initiating request or the purchased product offering has special or unusual
requirements, and a specific feasibility assessment and/or service design has been
previously created, this process is responsible for issuing the service orders, and for
creating a record of the relevant initiating request or customer order information and the
associated service orders.
Where the purchased product offering has special or unusual requirements, and a
specific feasibility assessment and/or specific service design has not been previously
created, this process marks the issued service order as requiring special handling, and
passes management for further processing to the Track & Manage Service Provisioning
process.
The orchestration, if required, and tracking of the service order progress is the
responsibility of the Track & Manage Service Provisioning processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess Service Request

Process Identifier: 1.1.2.2.7.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process assesses the information contained in the customer order, through a service
order request, relating to the purchased product offering, initiating service process or
supplier/partner initiated request, to determine the associated service orders that need to
be issued.

Extended Description
Not used for this process element

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Explanatory
Not used for this process element

Mandatory
This process assesses the information contained in the customer order, through a service
order request, relating to the purchased product offering, initiating service process or
supplier/partner initiated request, to determine the associated service orders that need to
be issue

Optional
Not used for this process element

Interactions
Not used for this process element

Create Service Orders

Process Identifier: 1.1.2.2.7.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
The service orders may be required to satisfy pertinent customer order information
received, may arise as a result of requests for service provisioning to satisfy service
problem recovery activities, may arise to alleviate service performance issues, or may
arise as a result of information received from suppliers/partners in relations to specific
services.
The issued service order may require a service feasibility assessment or a service design
to be produced, may require new provisioning activities for specific services, may require
a change to a previously issued service order, or may require deletion and/or recovery of
previously delivered specific services. Where, the initiating request or the purchased
product offering has a standard set of associated service orders this process is
responsible for issuing the service orders, and for creating a record of the relevant
initiating request or customer order information and the associated service orders.
Where the initiating request or the purchased product offering has special or unusual
requirements, and a specific feasibility assessment and/or service design has been
previously created, this process is responsible for issuing the service orders, and for
creating a record of the relevant initiating request or customer order information and the
associated service orders.

Extended Description
Not used for this process element

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Explanatory
The service orders may be required to satisfy pertinent customer order information
received, may arise as a result of requests for service provisioning to satisfy service
problem recovery activities, may arise to alleviate service performance issues, or may
arise as a result of information received from suppliers/partners in relations to specific
services.
The issued service order may require a service feasibility assessment or a service design
to be produced, may require new provisioning activities for specific services, may require
a change to a previously issued service order, or may require deletion and/or recovery of
previously delivered specific services.

Mandatory
Where, the initiating request or the purchased product offering has a standard set of
associated service orders this process is responsible for issuing the service orders, and
for creating a record of the relevant initiating request or customer order information and
the associated service orders.
Where the initiating request or the purchased product offering has special or unusual
requirements, and a specific feasibility assessment and/or service design has been
previously created, this process is responsible for issuing the service orders, and for
creating a record of the relevant initiating request or customer order information and the
associated service orders.

Optional
Not used for this process element

Interactions
Not used for this process element

Mark Service Order for Special Handling

Process Identifier: 1.1.2.2.7.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where the purchased product offering has special or unusual requirements, and a
specific feasibility assessment and/or specific service design has not been previously
created, this process marks the issued service order as requiring special handling, and
passes management for further processing to the Track & Manage Service Provisioning
process.
The orchestration, if required, and tracking of the service order progress is the
responsibility of the Track & Manage Service Provisioning processes.

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Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Where the purchased product offering has special or unusual requirements, and a
specific feasibility assessment and/or specific service design has not been previously
created, this process marks the issued service order as requiring special handling,

Optional
Not used for this process element

Interactions
and passes management for further processing to the Track & Manage Service
Provisioning process.

1.1.2.2.8 Report Service Provisioning

Figure 88. Report Service Provisioning decomposition into level 4 processes

Report Service Provisioning

Process Identifier: 1.1.2.2.8

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of service orders, provide notifications of any changes and provide
management reports.

Extended Description
The objective of the Report Service Provisioning processes is to monitor the status of
service orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service orders
and managing notifications to processes and other parties registered to receive
notifications of any status changes. Notification lists are managed and maintained by the
Enable Service Configuration & Activation processes.
These processes record, analyze and assess the service order status changes to provide
management reports and any specialized summaries of the efficiency and effectiveness
of the overall Service Configuration & Activation process. These specialized summaries
could be specific reports required by specific audiences.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Service Order Status

Process Identifier: 1.1.2.2.8.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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responsible for continuously monitoring the status of service orders; record, analyze and
assess the service order status changes

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
responsible for continuously monitoring the status of service orders; record, analyze and
assess the service order status changes

Optional
Not used for this process element

Interactions
Not used for this process element

Distribute Service Order Notification

Process Identifier: 1.1.2.2.8.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provide notifications of any changes the status of service orders. Notifications are used to
notify the owner of the current status of the order and also distributed to the other parties
who require it. Notification lists are managed and maintained by the Enable Service
Configuration & Activation processes.

Extended Description
Not used for this process element

Explanatory
Notifications are used to notify the owner of the current status of the order and also
distributed to the other parties who require it.

Mandatory
provide notifications of any changes the status of service orders.

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Optional
Not used for this process element

Interactions
Notification lists are managed and maintained by the Enable Service Configuration &
Activation processes.

Distribute Service Provisioning Reports

Process Identifier: 1.1.2.2.8.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Service Configuration & Activation process. These
specialized summaries could be specific reports required by specific audiences.

Extended Description
Not used for this process element

Explanatory
These specialized summaries could be specific reports required by specific audiences.

Mandatory
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Service Configuration & Activation process.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.2.2.10 Recover Service

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Figure 89. Recover Service decomposition into level 4 processes

Recover Service

Process Identifier: 1.1.2.2.10

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Recover specific services that are no longer required by customers.

Extended Description
The responsibility of the Recover Service processes is to recover specific services that
are no longer required by customers.
These processes follow recovery plans specified by the supplier/partner, or against
recovery plans developed by the service provider.
Where appropriate recovery plans are not available these processes are responsible for
developing appropriate recovery plans.
Where recovery of services is likely to impact other in-use specific services, this process
is responsible for providing appropriate notification of the recovery proposal and ensuring
authorization is received to proceed with the recovery plan. When the recovery activity is
about to commence, these processes are responsible for notifying when recovery work is
commencing and when it is completed.
When recovered, the specific services and/or associated service specific parameters will
be marked as unallocated.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Service Recovery Plan

Process Identifier: 1.1.2.2.10.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where appropriate recovery plans are not available this process is responsible for
developing appropriate recovery plans.

Extended Description
Not used for this process element

Explanatory
Where appropriate recovery plans are not available

Mandatory
this process is responsible for developing appropriate recovery plans.

Optional
Not used for this process element

Interactions
Not used for this process element

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Provide Service Recovery Proposal Notification

Process Identifier: 1.1.2.2.10.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where recovery of services is likely to impact other in-use specific services, this process
is responsible for providing appropriate notification of the recovery proposal.

Extended Description
Not used for this process element

Explanatory
Where recovery of services is likely to impact other in-use specific services,

Mandatory
this process is responsible for providing appropriate notification of the recovery proposal.

Optional
Not used for this process element

Interactions
Not used for this process element

Request Service Recovery Authorization

Process Identifier: 1.1.2.2.10.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure authorization is received to proceed with the recovery plan.

Extended Description
Not used for this process element

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Explanatory
Not used for this process element

Mandatory
Ensure authorization is received to proceed with the recovery plan.

Optional
Not used for this process element

Interactions
Not used for this process element

Commence Service Recovery

Process Identifier: 1.1.2.2.10.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
When the recovery activity is about to commence, this processes is responsible for
notifying when recovery work is commencing.

Extended Description
Not used for this process element

Explanatory
When the recovery activity is about to commence,

Mandatory
this processes is responsible for notifying when recovery work is commencing.

Optional
Not used for this process element

Interactions
Not used for this process element

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Complete Service Recovery

Process Identifier: 1.1.2.2.10.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for notifying when it is completed.
When recovered, the specific services and/or associated service specific parameters will
be marked as unallocated.

Extended Description
Not used for this process element

Explanatory
When recovered, the specific services and/or associated service specific parameters will
be marked as unallocated.

Mandatory
This process is responsible for notifying when it is completed.

Optional
Not used for this process element

Interactions
This process is responsible for notifying when it is completed.

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1.1.2.3 Service Problem Management

Figure 90. Service Problem Management decomposition into level 3 processes

Service Problem Management

Process Identifier: 1.1.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Respond immediately to customer-affecting service problems or failures in order to
minimize their effects on customers, and to invoke the restoration of the service, or
provide an alternate service as soon as possible.

Extended Description
Service Problem Management processes are responsible for the management of
problems associated with specific services. The objective of these processes is to
respond immediately to reported service problems or failures in order to minimize their
effects on customers, and to invoke the restoration of the service, or provide an alternate
service as soon as possible.
Responsibilities of the Service Problem Management processes include, but are not
limited to:
· Detecting, analyzing, managing and reporting on service alarm event notifications;

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· Initiating and managing service trouble reports;

· Performing service problem localization analysis;
· Correcting and resolving service problems;
· Reporting progress on service trouble reports to other processes;
· Assigning & tracking service problem testing and recovery activities; and
· Managing service problem jeopardy conditions
Service Problem Management processes perform analysis, decide on the appropriate
actions/responses and carry them out with the intent of restoring normal operation on
specific services.
However these activities need to interact with the Problem Handling processes, as the
latter have a view on customer impact. Service Problem Management processes are
responsible for informing Problem Handling processes of any potential customer
problems. Where the original report arose as a result of customer problems, the Service
Problem Management processes may be coordinated by Problem Handling processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create Service Trouble Report

Process Identifier: 1.1.2.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new service trouble report.

Extended Description
The objective of the Create Service Trouble Report process is to create a new service
trouble report.

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A new service trouble report may be created as a result of service alarm event notification
analysis, and subsequent creation of new service alarm event records, undertaken by the
Survey & Analyze Service Problem processes, or at the request of analysis undertaken
by other processes in the CRM ( in particular a Customer Problem Report can generate
one or more Service Trouble Reports), RM&O, SM&O or S/PRM layers which detect that
some form of failure has occurred for which service restoration activity is required to
restore normal operation.
If the service trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Service Problem processes, the Create
Service Trouble Report processes are responsible for converting the received information
into a form suitable for the Service Problem Management processes, and for requested
additional information if required.
These processes will make estimates of the time to restore service which will be included
in the new service trouble report so that other processes can gain access to this
information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Diagnose Service Problem

Process Identifier: 1.1.2.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify the root cause of the specific service problem, including those service problems
related to security events.

Extended Description
The objective of the Diagnose Service Problem processes is to identify the root cause of
the specific service problem. These processes are invoked by the Track & Manage
Service Problem processes.

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The responsibilities of these processes include, but are not limited to:
· Verifying whether the service configuration matches the appropriate product features;
· Performing diagnostics against the specific services;
· Running tests against the specific services;
· Starting and stopping audits against specific services; and
· Scheduling routine testing of the specific services.
The Diagnose Service Problem processes will make the results of the root cause analysis
available to other processes. The Diagnose Service Problem processes will update the
open service trouble report, as required during the assessment, and when the root cause
has been identified.
When the process is complete the Diagnose Service Problem processes will notify the
Track & Manage Service Problem processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Correct & Resolve Service Problem

Process Identifier: 1.1.2.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Restore the service to a normal operational state as efficiently as possible

Extended Description
The objective of the Correct & Resolve Service Problem processes is to restore the
service to a normal operational state as efficiently as possible.
Based on the nature of the service failure leading to the associated service alarm event
notification, automatic restoration procedures might be triggered. Manual restoration

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activity is assigned to the Correct & Resolve Service Problem processes from the Track &
Manage Service Problem processes.
Depending on the nature of the specific service failure, these processes may possibly re-
assign services or re-configure service parameters.
For large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation, these processes will attempt to implement work-
arounds to recover the specific service operation. In these circumstances, recovery of
normal operation may require invocation of the Support Service Problem Management
processes.
They will also report successful restoration of normal service operation, restoration
through temporary work-arounds or an unsuccessful attempt at service restoration to
Track & Manage Service Problem through updates to the associated service trouble
report.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track & Manage Service Problem

Process Identifier: 1.1.2.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that testing, repair and restoration activities are assigned, coordinated and
tracked efficiently, and that escalation is invoked as required for any open service trouble
reports in jeopardy

Extended Description
The purpose of the Track & Manage Service Problem processes is to ensure that testing,
repair and restoration activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open service trouble reports in jeopardy.
Responsibilities of these processes include, but are not limited to:

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· Initiating first-in testing using automated remote testing capabilities;

· Adding additional information to an open service trouble report based on the first-in
testing;
· Scheduling, assigning and coordinating repair and restoration activities;
· Generating the respective resource trouble report creation request(s) to Create
Resource Trouble Report based on specific service trouble reports;
· Initiate any final testing to confirm clearance of the service problem;
· Undertake necessary tracking of the execution progress;
· Modifying information in an existing service trouble report based on assignments;
· Modifying the service trouble report status;
· Canceling a service trouble report when the specific problem was related to a false
service alarm event; and
· Monitoring the jeopardy status of open service trouble reports, and escalating service
trouble reports as necessary.

Note that some specific resource components may be owned and managed by
suppliers/partners. In these cases the Track & Manage Service Problem process is
responsible for initiating requests, through S/P Problem Reporting & Management
processes for restoration and recovery by the supplier/partner of the specific resource
components.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.

The Track & Manage Service Problem processes are responsible for engaging external
suppliers/partners in correction and recovery activities when:
· higher level expertise and/or higher level support is required to resolve the service
problem, (which may be automatic in the case of highest priority service problems);
· the specific service has been purchased from an external supplier (as in an interconnect
service); or
· the specific service is delivered by an external partner.

Where the engagement with an external supplier/partner is for purchased or delivered

services, as the case may be, the tracking and management of the supplier/partner
problem resolution activity is actually performed by the S/P Problem Reporting &
Management processes, with the Track & Manage Service Problem processes relegated
to an overall coordination role. The Track & Manage Service Problem processes will also
inform the Close Service Problem processes by modifying the service trouble report
status to cleared when the service problem has been resolved.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Service Problem

Process Identifier: 1.1.2.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of service trouble reports, provide notifications of any changes and
provide management reports. This includes service trouble caused by security events.

Extended Description
The objective of the Report Service Problem processes is to monitor the status of service
trouble reports, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service trouble
reports and managing notifications to processes and other parties registered to receive
notifications of any status changes, for example, Service Quality Management and
Customer QoS/SLA Management processes. Notification lists are managed and
maintained by the Support Service Problem Management processes.
These processes record, analyze and assess the service trouble report status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Service Problem Management process. These specialized
summaries could be specific reports required by specific audiences.
These processes will make the necessary reports about the problem that occurred, the
root cause and the activities carried out for restoration.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Close Service Trouble Report

Process Identifier: 1.1.2.3.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a service trouble report when the service problem has been resolved

Extended Description
The objective of the Close Service Trouble Report processes is to close a service trouble
report when the service problem has been resolved.
These processes monitor the status of all open service trouble reports, and recognize
that a service trouble report is ready to be closed when the status is changed to cleared.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Survey & Analyze Service Problem

Process Identifier: 1.1.2.3.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Monitor service alarm event notifications and manage service alarm event records in real-
time. Service alarm events include security event alarms.

Extended Description
The objective of the Survey & Analyze Service Problem processes is to monitor service
alarm event notifications and manage service alarm event records in real-time.

Responsibilities of the Survey & Analyze Service Problem processes include, but are not
limited to:

· Detecting and collecting service alarm event notifications;

· Initiating and managing service alarm event records;
· Performing service alarm event notification localization analysis;
· Correlating and filtering service alarm event records;
· Reporting service alarm event record status changes to other processes;
· Managing service alarm event record jeopardy conditions.

Service alarm event notification analysis encompasses the identification of the service
alarm event in terms of reporting entity and nature of the service alarm event. It will then
analyze the service alarm events based on a number of criteria and then suppress
redundant, transient or implied service alarm events by means of filtering and correlation.
It includes the notification of new service alarm event records, or status changes of
previously reported service alarm event records, as well as abatement messages when
service alarm event records have been cleared.

The analysis will correlate service alarm event notifications to planned outage
notifications to remove false service alarm event notifications arising as a result of the
planned outage activity.

These processes may determine that a service alarm event notification may represent a
customer impacting condition. In these circumstances this process is responsible for
indicating a potential customer problem to the Problem Handling processes. As a part of
this indication this process is responsible for identifying the impacted deployed product
instances associated with the service instances presenting alarm event notifications and
passing this information to the Problem Handling processes.

Service alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied service alarm event notifications with a specific “root
cause” service alarm event notification and associated service alarm event record.

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The Survey & Analyze Service Problem processes might trigger a well-defined action
based on specific service alarm event notification information as well as the non-arrival of
service alarm event notification information after a specific time interval has elapsed.

These processes are also responsible for monitoring and triggering the appropriate action
when a service alarm event record is not cleared within a pre-defined period of time.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.2.3.1 Create Service Trouble Report

Figure 91. Create Service Trouble Report decomposition into level 4 processes

Create Service Trouble Report

Process Identifier: 1.1.2.3.1

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new service trouble report.

Extended Description
The objective of the Create Service Trouble Report process is to create a new service
trouble report.
A new service trouble report may be created as a result of service alarm event notification
analysis, and subsequent creation of new service alarm event records, undertaken by the
Survey & Analyze Service Problem processes, or at the request of analysis undertaken
by other processes in the CRM ( in particular a Customer Problem Report can generate
one or more Service Trouble Reports), RM&O, SM&O or S/PRM layers which detect that
some form of failure has occurred for which service restoration activity is required to
restore normal operation.
If the service trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Service Problem processes, the Create
Service Trouble Report processes are responsible for converting the received information
into a form suitable for the Service Problem Management processes, and for requested
additional information if required.
These processes will make estimates of the time to restore service which will be included
in the new service trouble report so that other processes can gain access to this
information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Generate Service Problem

Process Identifier: 1.1.2.3.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
This process creates a new Service Trouble report.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process creates a new Service Trouble report.

Optional
Not used for this process element

Interactions
Not used for this process element

Convert Report To Service Problem Format

Process Identifier: 1.1.2.3.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
If the service trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Service Problem processes, this process is
responsible for converting the received information into a form suitable for the Service
Problem Management processes, and for requested additional information if required.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Estimate Time For Restoring Service

Process Identifier: 1.1.2.3.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process estimates the time to restore service which is included in the new Service
Trouble report so that other processes can gain access to this information.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process estimates the time to restore service which is included in the new Service
Trouble report so that other processes can gain access to this information.

Optional
Not used for this process element

Interactions
Not used for this process element

Convert Report To Service Problem Format

Process Identifier: 1.1.2.3.1.2

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
If the service trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Service Problem processes, this process is
responsible for converting the received information into a form suitable for the Service
Problem Management processes, and for requested additional information if required.

Extended Description
Not used for this process element

Explanatory
If the service trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Service Problem processes, this process is
responsible for converting the received information into a form suitable for the Service
Problem Management processes, and for requested additional information if required.

Mandatory
If the service trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Service Problem processes, this process is
responsible for converting the received information into a form suitable for the Service
Problem Management processes, and for requested additional information if required.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.2.3.2 Diagnose Service Problem

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Figure 92. Diagnose Service Problem decomposition into level 4 processes

Diagnose Service Problem

Process Identifier: 1.1.2.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify the root cause of the specific service problem, including those service problems
related to security events.

Extended Description
The objective of the Diagnose Service Problem processes is to identify the root cause of
the specific service problem. These processes are invoked by the Track & Manage
Service Problem processes.
The responsibilities of these processes include, but are not limited to:
· Verifying whether the service configuration matches the appropriate product features;
· Performing diagnostics against the specific services;
· Running tests against the specific services;
· Starting and stopping audits against specific services; and
· Scheduling routine testing of the specific services.

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The Diagnose Service Problem processes will make the results of the root cause analysis
available to other processes. The Diagnose Service Problem processes will update the
open service trouble report, as required during the assessment, and when the root cause
has been identified.
When the process is complete the Diagnose Service Problem processes will notify the
Track & Manage Service Problem processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Verify Service Configuration

Process Identifier: 1.1.2.3.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process verifies whether the service configuration matches the appropriate product
features.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process verifies whether the service configuration matches the appropriate product
features.

Optional

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Not used for this process element

Interactions
Not used for this process element

Perform Specific Service Problem Diagnostics

Process Identifier: 1.1.2.3.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process performs diagnostics against the specific services.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process performs diagnostics against the specific services.

Optional
Not used for this process element

Interactions
Not used for this process element

Perform Specific Service Problem Tests

Process Identifier: 1.1.2.3.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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This process runs tests against the specific services.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process runs tests against the specific services.

Optional
Not used for this process element

Interactions
Not used for this process element

Schedule Routine Service Problem Tests

Process Identifier: 1.1.2.3.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process schedules routine testing of the specific services.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process schedules routine testing of the specific services.

Optional
Not used for this process element

Interactions

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Not used for this process element

Stop And Start Audit On Services

Process Identifier: 1.1.2.3.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process starts and stops audits against specific services.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process starts and stops audits against specific services.

Optional
Not used for this process element

Interactions
Not used for this process element

Notify T&M Root Cause Service Problem

Process Identifier: 1.1.2.3.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process makes the results of the root cause analysis available to other processes. It
updates the open Service Trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Service

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Problem processes.

Extended Description
Not used for this process element

Explanatory
This process makes the results of the root cause analysis available to other processes.

Mandatory
It updates the open Service Trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Service
Problem processes.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.2.3.3 Correct & Resolve Service

Problem

Figure 93. Correct & Resolve Service Problem decomposition into level 4 processes

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Correct & Resolve Service Problem

Process Identifier: 1.1.2.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Restore the service to a normal operational state as efficiently as possible

Extended Description
The objective of the Correct & Resolve Service Problem processes is to restore the
service to a normal operational state as efficiently as possible.
Based on the nature of the service failure leading to the associated service alarm event
notification, automatic restoration procedures might be triggered. Manual restoration
activity is assigned to the Correct & Resolve Service Problem processes from the Track &
Manage Service Problem processes.
Depending on the nature of the specific service failure, these processes may possibly re-
assign services or re-configure service parameters.
For large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation, these processes will attempt to implement work-
arounds to recover the specific service operation. In these circumstances, recovery of
normal operation may require invocation of the Support Service Problem Management
processes.
They will also report successful restoration of normal service operation, restoration
through temporary work-arounds or an unsuccessful attempt at service restoration to
Track & Manage Service Problem through updates to the associated service trouble
report.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Reassign / Reconfigure Failed Service

Process Identifier: 1.1.2.3.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Depending on the nature of the specific service failure, these processes may possibly re-
assign services or re-configure service and/or security parameters. It also reports
successful restoration of normal operation or an unsuccessful attempt at restoration to
Track & Manage Service Problem through updates to the associated Service Trouble
report.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Depending on the nature of the specific service failure, these processes may possibly re-
assign services or re-configure service parameters.

Optional
Not used for this process element

Interactions
It also reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Service Problem through updates to the associated
Service Trouble report.

Manage Service Restoration

Process Identifier: 1.1.2.3.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Based on the nature of the service failure leading to the associated service alarm event
notification, this restoration process might be triggered. It reports successful restoration
of normal operation or an unsuccessful attempt at restoration to Track & Manage Service
Problem through updates to the associated Service Trouble report.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Based on the nature of the service failure leading to the associated service alarm event
notification, this restoration process might be triggered.

Optional
Not used for this process element

Interactions
It reports successful restoration of normal operation or an unsuccessful attempt at
restoration to Track & Manage Service Problem through updates to the associated
Service Trouble report.

Implement Service Problem Work Arounds

Process Identifier: 1.1.2.3.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
For large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation, this process will attempt to implement workarounds to
recover the specific service operation. It also reports restoration through temporary
workarounds or an unsuccessful attempt at restoration to Track & Manage Service
Problem through updates to the associated Service Trouble report.

Extended Description
Not used for this process element

Explanatory

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Used for large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation,

Mandatory
For large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation, this process will attempt to implement workarounds to
recover the specific service operation. It also reports restoration through temporary
workarounds or an unsuccessful attempt at restoration to Track & Manage Service
Problem through updates to the associated Service Trouble report.

Optional
Not used for this process element

Interactions
Reports restoration to Track & Manage Service Problem through updates to the
associated Service Trouble report.

Invoke Support Service Problem Management Processes

Process Identifier: 1.1.2.3.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process recovers normal operation by invocation of the Support Service Problem
Management processes. It also reports successful restoration of normal operation or an
unsuccessful attempt at restoration to Track & Manage Service Problem through updates
to the associated Service Trouble report.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process recovers normal operation by invocation of the Support Service Problem
Management processes. It also reports successful restoration of normal operation or an
unsuccessful attempt at restoration to Track & Manage Service Problem through updates
to the associated Service Trouble report.

Optional

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Not used for this process element

Interactions
Reports successful restoration to Track & Manage Service Problem through updates to
the associated Service Trouble report.

1.1.2.3.4 Track & Manage Service Problem

Figure 94. Track & Manage Service Problem decomposition into level 4 processes

Track & Manage Service Problem

Process Identifier: 1.1.2.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that testing, repair and restoration activities are assigned, coordinated and
tracked efficiently, and that escalation is invoked as required for any open service trouble
reports in jeopardy

Extended Description
The purpose of the Track & Manage Service Problem processes is to ensure that testing,
repair and restoration activities are assigned, coordinated and tracked efficiently, and that
escalation is invoked as required for any open service trouble reports in jeopardy.
Responsibilities of these processes include, but are not limited to:

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· Initiating first-in testing using automated remote testing capabilities;

· Adding additional information to an open service trouble report based on the first-in
testing;
· Scheduling, assigning and coordinating repair and restoration activities;
· Generating the respective resource trouble report creation request(s) to Create
Resource Trouble Report based on specific service trouble reports;
· Initiate any final testing to confirm clearance of the service problem;
· Undertake necessary tracking of the execution progress;
· Modifying information in an existing service trouble report based on assignments;
· Modifying the service trouble report status;
· Canceling a service trouble report when the specific problem was related to a false
service alarm event; and
· Monitoring the jeopardy status of open service trouble reports, and escalating service
trouble reports as necessary.

Note that some specific resource components may be owned and managed by
suppliers/partners. In these cases the Track & Manage Service Problem process is
responsible for initiating requests, through S/P Problem Reporting & Management
processes for restoration and recovery by the supplier/partner of the specific resource
components.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.

The Track & Manage Service Problem processes are responsible for engaging external
suppliers/partners in correction and recovery activities when:
· higher level expertise and/or higher level support is required to resolve the service
problem, (which may be automatic in the case of highest priority service problems);
· the specific service has been purchased from an external supplier (as in an interconnect
service); or
· the specific service is delivered by an external partner.

Where the engagement with an external supplier/partner is for purchased or delivered

services, as the case may be, the tracking and management of the supplier/partner
problem resolution activity is actually performed by the S/P Problem Reporting &
Management processes, with the Track & Manage Service Problem processes relegated
to an overall coordination role. The Track & Manage Service Problem processes will also
inform the Close Service Problem processes by modifying the service trouble report
status to cleared when the service problem has been resolved.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Coordinate Service Problem

Process Identifier: 1.1.2.3.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process coordinates all the actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate sequence. It schedules, assigns
and coordinates repair and restoration activities, undertakes necessary tracking of the
execution progress, modifies information in an existing Service Trouble report based on
assignments, and modifies the Service Trouble report status.

Extended Description
Not used for this process element

Explanatory
This process coordinates all the actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate sequence. It schedules, assigns
and coordinates repair and restoration activities, undertakes necessary tracking of the
execution progress, modifies information in an existing Service Trouble report based on
assignments, and modifies the Service Trouble report status.

Mandatory
This process coordinates all the actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate sequence. It schedules, assigns
and coordinates repair and restoration activities, undertakes necessary tracking of the
execution progress, modifies information in an existing Service Trouble report based on
assignments, and modifies the Service Trouble report status.

Optional
Not used for this process element

Interactions

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Not used for this process element

Perform First in Service Testing

Process Identifier: 1.1.2.3.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process initiates first-in testing using automated remote testing capabilities, and
adds additional information to an open Service Trouble report based on the first-in testing.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process initiates first-in testing using automated remote testing capabilities, and
adds additional information to an open Service Trouble report based on the first-in testing.

Optional
Not used for this process element

Interactions
Not used for this process element

Cancel Service Problem

Process Identifier: 1.1.2.3.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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This process cancels a Service Trouble report when the specific trouble was related to a
false alarm event.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process cancels a Service Trouble report when the specific trouble was related to a
false alarm event.

Optional
Not used for this process element

Interactions
Not used for this process element

Escalate/End Service Problem

Process Identifier: 1.1.2.3.4.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process monitors the jeopardy status of open Service Trouble reports, and escalates
Service Trouble reports as necessary.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process monitors the jeopardy status of open Service Trouble reports, and escalates
Service Trouble reports as necessary.

Optional

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Not used for this process element

Interactions
Not used for this process element

Perform Final Service Test

Process Identifier: 1.1.2.3.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process initiates any final testing to confirm clearance of the Service Problem.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process initiates any final testing to confirm clearance of the Service Problem.

Optional
Not used for this process element

Interactions
Not used for this process element

Engage External Service Suppliers

Process Identifier: 1.1.2.4.6.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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If some specific resource components are owned and managed by suppliers/partners,

this process is responsible for initiating requests, through S/P Performance Management,
for resolution by the supplier/partner of the specific resource components. This process
will co-ordinate all the actions necessary in order to guarantee that all tasks are finished
at the appropriate time and in the appropriate sequence.

Extended Description
Not used for this process element

Explanatory
Applies where some specific resource components are owned and managed by
suppliers/partners.

Mandatory
This process is responsible for initiating requests, through S/P Performance
Management, for resolution by the supplier/partner of the specific resource components.
This process will co-ordinate all the actions necessary in order to guarantee that all tasks
are finished at the appropriate time and in the appropriate sequence.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.2.3.5 Report Service Problem

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Figure 95. Report Service Problem decomposition into level 4 processes

Report Service Problem

Process Identifier: 1.1.2.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of service trouble reports, provide notifications of any changes and
provide management reports. This includes service trouble caused by security events.

Extended Description
The objective of the Report Service Problem processes is to monitor the status of service
trouble reports, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of service trouble
reports and managing notifications to processes and other parties registered to receive
notifications of any status changes, for example, Service Quality Management and
Customer QoS/SLA Management processes. Notification lists are managed and
maintained by the Support Service Problem Management processes.
These processes record, analyze and assess the service trouble report status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Service Problem Management process. These specialized
summaries could be specific reports required by specific audiences.
These processes will make the necessary reports about the problem that occurred, the
root cause and the activities carried out for restoration.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Service Problem

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Process Identifier: 1.1.2.3.5.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for continuously monitoring the status of Service Trouble
reports and managing notifications to processes and other parties registered to receive
notifications of any status changes, for example, Resource Performance Management
and Service Quality Management. Notification lists are managed and maintained by the
Support Service Problem Management processes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process is responsible for continuously monitoring the status of Service Trouble
reports and managing notifications to processes and other parties registered to receive
notifications of any status changes, for example, Resource Performance Management
and Service Quality Management.

Optional
Not used for this process element

Interactions
Notification lists are managed and maintained by the Support Service Problem
Management processes.

Distribute Service Problem Notifications

Process Identifier: 1.1.2.3.5.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process makes the necessary reports about the Service Problem that occurred, the
root cause and the activities carried out for restoration.

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Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process makes the necessary reports about the Service Problem that occurred, the
root cause and the activities carried out for restoration.

Optional
Not used for this process element

Interactions
Not used for this process element

Distribute Service Problem Management Reports & Summaries

Process Identifier: 1.1.2.3.5.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process records, analyzes and assesses the Service Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Service Quality Management process.
These specialized summaries could be specific reports required by specific audiences.

Extended Description
Not used for this process element

Explanatory
These specialized summaries could be specific reports required by specific audiences.

Mandatory
This process records, analyzes and assesses the Service Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Service Quality Management process.

Optional

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Not used for this process element

Interactions
Not used for this process element

1.1.2.3.7 Survey & Analyze Service

Problem

Figure 96. Survey & Analyze Service Problem decomposition into level 4 processes

Survey & Analyze Service Problem

Process Identifier: 1.1.2.3.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor service alarm event notifications and manage service alarm event records in real-
time. Service alarm events include security event alarms.

Extended Description
The objective of the Survey & Analyze Service Problem processes is to monitor service
alarm event notifications and manage service alarm event records in real-time.

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Responsibilities of the Survey & Analyze Service Problem processes include, but are not
limited to:

· Detecting and collecting service alarm event notifications;

· Initiating and managing service alarm event records;
· Performing service alarm event notification localization analysis;
· Correlating and filtering service alarm event records;
· Reporting service alarm event record status changes to other processes;
· Managing service alarm event record jeopardy conditions.

Service alarm event notification analysis encompasses the identification of the service
alarm event in terms of reporting entity and nature of the service alarm event. It will then
analyze the service alarm events based on a number of criteria and then suppress
redundant, transient or implied service alarm events by means of filtering and correlation.
It includes the notification of new service alarm event records, or status changes of
previously reported service alarm event records, as well as abatement messages when
service alarm event records have been cleared.

The analysis will correlate service alarm event notifications to planned outage
notifications to remove false service alarm event notifications arising as a result of the
planned outage activity.

These processes may determine that a service alarm event notification may represent a
customer impacting condition. In these circumstances this process is responsible for
indicating a potential customer problem to the Problem Handling processes. As a part of
this indication this process is responsible for identifying the impacted deployed product
instances associated with the service instances presenting alarm event notifications and
passing this information to the Problem Handling processes.

Service alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied service alarm event notifications with a specific “root
cause” service alarm event notification and associated service alarm event record.

The Survey & Analyze Service Problem processes might trigger a well-defined action
based on specific service alarm event notification information as well as the non-arrival of
service alarm event notification information after a specific time interval has elapsed.

These processes are also responsible for monitoring and triggering the appropriate action
when a service alarm event record is not cleared within a pre-defined period of time.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Alarm Event Notifications

Process Identifier: 1.1.2.3.7.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process may determine that a service alarm event notification may represent a
customer impacting condition. In these circumstances this process is responsible for
indicating a potential customer problem to the Problem Handling processes. As a part of
this indication this process is responsible for identifying the impacted deployed product
instances associated with the service instances presenting alarm event notifications and
passing this information to the Problem Handling processes.

Extended Description
Not used for this process element

Explanatory
This process may determine that a service alarm event notification may represent a
customer impacting condition. In these circumstances this process is responsible for
indicating a potential customer problem to the Problem Handling processes.

Mandatory
This process is responsible for identifying the impacted deployed product instances
associated with the service instances presenting alarm event notifications and passing
this information to the Problem Handling processes.

Optional
Not used for this process element

Interactions
Not used for this process element

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Filter Service Alarm Event Notifications

Process Identifier: 1.1.2.3.7.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process encompasses the correlation of redundant, transient or implied service
alarm event notifications with a specific “root cause” service alarm event notification and
associated service alarm event record.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process encompasses the correlation of redundant, transient or implied service
alarm event notifications with a specific “root cause” service alarm event notification and
associated service alarm event record.

Optional
Not used for this process element

Interactions
Not used for this process element

Correlate Service Alarm Event Notifications

Process Identifier: 1.1.2.3.7.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process encompasses the correlation of redundant, transient or implied service
alarm event notifications with a specific “root cause” service alarm event notification and
associated service alarm event record. This process correlates service alarm event

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notifications to planned outage notifications to remove false service alarm event

notifications arising as a result of the planned outage activity.

Extended Description
Not used for this process element

Explanatory
This process encompasses the correlation of redundant, transient or implied service
alarm event notifications with a specific “root cause” service alarm event notification and
associated service alarm event record.

Mandatory
This process correlates service alarm event notifications to planned outage notifications
to remove false service alarm event notifications arising as a result of the planned outage
activity.

Optional
Not used for this process element

Interactions
Not used for this process element

Abate Service Alarm Event Records

Process Identifier: 1.1.2.3.7.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process includes the notification of new service alarm event records, or status
changes of previously reported service alarm event records, as well as abatement
messages when service alarm event records have been cleared.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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This process includes the notification of new service alarm event records, or status
changes of previously reported service alarm event records, as well as abatement
messages when service alarm event records have been cleared.

Optional
Not used for this process element

Interactions
Not used for this process element

Trigger Defined Service Alarm Action

Process Identifier: 1.1.2.3.7.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process triggers a well-defined action based on specific service alarm event
notification information as well as the non-arrival of service alarm event notification
information after a specific time interval has elapsed. This process is also responsible for
monitoring and triggering the appropriate action when a service alarm event record is not
cleared within a pre-defined period of time.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process triggers a well-defined action based on specific service alarm event
notification information as well as the non-arrival of service alarm event notification
information after a specific time interval has elapsed. This process is also responsible for
monitoring and triggering the appropriate action when a service alarm event record is not
cleared within a pre-defined period of time.

Optional
Not used for this process element

Interactions
Not used for this process element

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1.1.2.4 Service Quality Management

Figure 97. Service Quality Management decomposition into level 3 processes

Service Quality Management

Process Identifier: 1.1.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing, tracking, monitoring, analyzing, improving and reporting on the performance of
specific services

Extended Description
Managing, tracking, monitoring, analyzing, improving and reporting on the performance of
specific services.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Service Quality

Process Identifier: 1.1.2.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor received service quality information and undertake first-in detection

Extended Description
The objective of the Monitor Service Quality processes is to monitor received service
quality information and undertake first-in detection.
The responsibilities of the processes include, but are not limited to:
· Undertake the role of first in detection and collection by monitoring and logging the
received specific service performance quality data;
· Comparing the received specific service performance quality data to performance
quality standards set for each specific service (available from the Service Inventory);
· Assessing and recording received specific service performance quality data which is
within tolerance limits for performance quality standards, and for which continuous
monitoring and measuring of performance is required;
· Recording the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes;
· Detect performance quality threshold violations which represent specific service failures
due to abnormal performance;
· Pass information about specific service failures due to performance quality threshold
violations to Service Problem Management to manage any necessary restoration activity
as determined by that process;
· Pass information about potential specific customer SLA/QoS performance degradations
arising from specific service quality performance degradations (using knowledge about
service to purchased product offering linkages) to Problem Handling to manage any
necessary restoration activity as determined by that process;
· Detect performance degradation for specific services which provide early warning of
potential issues;

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· Forward service performance degradation notifications to other Service Quality

Management processes, which manage activities to restore normal specific service
performance quality; and
· Log specific service performance quality degradation and violation details within the
repository in the Manage Service Inventory processes to ensure historical records are
available to support the needs of other processes.
The processes also perform automated service testing using simulated calls simulating
standard user behavior, and collect data related to service usage which may supply
information to other processes (i.e. marketing, service cost, etc) and identify abnormal
usage by the service users (i.e. bad passwords, terminal configurations, etc).

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze Service Quality

Process Identifier: 1.1.2.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze and evaluate the service quality performance of specific services

Extended Description
The purpose of the Analyze Service Quality processes is to analyze the information
received from the Monitor Service Quality process to evaluate the service quality
performance of specific services.
Using the data from Monitor Service Quality, these processes will correlate events in
order to filter repetitive alarms and failure events that do not affect the quality delivered,
and they will calculate key service quality indicators, (such as Mean Time Between
Failures and other chronic problems).
The responsibilities of the processes include, but are not limited to:

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· Undertaking analysis as required on specific service performance information

received from the Monitor Service Quality processes;
· Initiating, modifying and cancelling continuous performance data collection
schedules for specific services required to analyze specific service performance. These
schedules are established through requests sent to the Enable Service Quality
Management processes.
· Determining the root causes of specific service performance degradations and
violations;
· Recording the results of the analysis and intermediate updates in the Service
Inventory for historical analysis and for use as required by other processes; and
· Undertaking specific detailed analysis (if the original requested came from
Customer QoS/SLA Management processes) to discover the root cause of customer QoS
performance degradations that may be arising due to interactions between service
instances, without any specific service instance having an unacceptable performance in
its own right.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Improve Service Quality

Process Identifier: 1.1.2.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Restore the service quality to a normal operational state as efficiently as possible.

Extended Description
The objective of the Improve Service Quality processes is to restore the service quality to
a normal operational state as efficiently as possible.

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These processes follow service improvement plans specified by the supplier/partner, or

use service improvement plans developed by the service provider. Where appropriate
service improvement plans are not available these processes are responsible for
developing appropriate service improvement plans.
Where activity to improve service quality performance is likely to impact other in-use
specific services, this process is responsible for providing appropriate notification of the
improvement proposal and ensuring authorization is received to proceed with the service
improvement plan. When the service improvement activity is about to commence, these
processes are responsible for notifying when service improvement activity is commencing
and when it is completed.
Based on the information determined within the Analyze Service Quality processes and
the nature of the specific service degradation, these processes may possibly re-assign
services or re-configure service parameters.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Service Quality Performance

Process Identifier: 1.1.2.4.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of service performance degradation reports, provide notifications of
any changes and provide management reports

Extended Description
The objective of the Report Service Quality Performance processes is to monitor the
status of service performance degradation reports, provide notifications of any changes
and provide management reports.
These processes are responsible for continuously monitoring the status of service
performance degradation reports and managing notifications to other processes in the

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SM&O and other process layers, and to other parties registered to receive notifications of
any status changes. Notification lists are managed and maintained by the Enable Service
Quality Management processes.
These processes record, analyze and assess the service performance degradation report
status changes to provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall Service Quality Management process. These
specialized summaries could be specific reports required by specific audiences.
These processes also report any identified constraints that can affect service quality
standards to other processes. These constraints may include specific resource failures,
capacity shortages due to unexpected demand peaks, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create Service Performance Degradation Report

Process Identifier: 1.1.2.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new service performance degradation report.

Extended Description
The objective of the Create Service Performance Degradation Report process is to create
a new service performance degradation report, modify existing service performance
degradation reports, and request cancellation of existing service performance
degradation reports.
A new service performance degradation report may be created as a result of specific
service performance notifications undertaken by the Monitor Service Performance
processes, or at the request of analysis undertaken by other CRM, SM&O or RM&O
processes which detect that some form of deterioration or failure has occurred requires
an assessment of the specific service performance.

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If the service performance degradation report is created as a result of a notification or

request from processes other than Monitor Service Performance processes, the Create
Service Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Service Performance Management
processes, and for requesting additional information if required.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track & Manage Service Quality Performance Resolution

Process Identifier: 1.1.2.4.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Efficiently assign, coordinate and track specific service performance analysis, restoration
and improvement activities, and escalate any open service performance degradation
reports in jeopardy.

Extended Description
The objective of the Track & Manage Service Quality Performance Resolution processes
is to efficiently assign, coordinate and track specific service performance analysis,
restoration and improvement activities, and escalate any open service performance
degradation reports in jeopardy.

Responsibilities of these processes include, but are not limited to:

· Adding additional information to an open service performance degradation report based

on the first-in and on-going analysis;
· Scheduling, assigning and coordinating analysis and specific service performance
restoration activities and/or repair activities delegated to other processes;

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· Generating the respective resource trouble report creation request(s) to Create

Resource Trouble Report based on specific service performance degradation reports
where analysis the root cause is related to resources;
· Modifying information in an existing service performance degradation report based on
assignments;
· Modifying the service performance degradation report status;
· Canceling a service performance degradation report when the specific request was
related to a false service failure event; and
· Monitoring the jeopardy status of open service performance degradation reports, and
escalating service performance degradation reports as necessary.

Note that some specific resource components may be owned and managed by
suppliers/partners. In these cases the Track & Manage Service Quality Performance
process is responsible for initiating requests, through S/P Performance Management for
resolution by the supplier/partner of the specific resource components.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Service Quality Performance Resolution processes will also inform
the Close Service Performance Degradation Report processes by modifying the service
performance degradation report status to cleared when the specific service performance
quality issues have been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close Service Performance Degradation Report

Process Identifier: 1.1.2.4.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Close a service performance degradation report when the service performance has been
resolved

Extended Description
The objective of the Close Service Performance Degradation Report processes is to
close a service performance degradation report when the service performance has been
resolved.
These processes monitor the status of all open service performance degradation reports,
and recognize that a service performance degradation report is ready to be closed when
the status is changed to cleared.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.2.4.1 Monitor Service Quality

Figure 98. Monitor Service Quality decomposition into level 4 processes

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Monitor Service Quality

Process Identifier: 1.1.2.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor received service quality information and undertake first-in detection

Extended Description
The objective of the Monitor Service Quality processes is to monitor received service
quality information and undertake first-in detection.
The responsibilities of the processes include, but are not limited to:
· Undertake the role of first in detection and collection by monitoring and logging the
received specific service performance quality data;
· Comparing the received specific service performance quality data to performance
quality standards set for each specific service (available from the Service Inventory);
· Assessing and recording received specific service performance quality data which is
within tolerance limits for performance quality standards, and for which continuous
monitoring and measuring of performance is required;
· Recording the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes;
· Detect performance quality threshold violations which represent specific service failures
due to abnormal performance;
· Pass information about specific service failures due to performance quality threshold
violations to Service Problem Management to manage any necessary restoration activity
as determined by that process;
· Pass information about potential specific customer SLA/QoS performance degradations
arising from specific service quality performance degradations (using knowledge about
service to purchased product offering linkages) to Problem Handling to manage any
necessary restoration activity as determined by that process;
· Detect performance degradation for specific services which provide early warning of
potential issues;
· Forward service performance degradation notifications to other Service Quality
Management processes, which manage activities to restore normal specific service
performance quality; and
· Log specific service performance quality degradation and violation details within the
repository in the Manage Service Inventory processes to ensure historical records are
available to support the needs of other processes.
The processes also perform automated service testing using simulated calls simulating
standard user behavior, and collect data related to service usage which may supply
information to other processes (i.e. marketing, service cost, etc) and identify abnormal

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usage by the service users (i.e. bad passwords, terminal configurations, etc).

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Performance Quality Data

Process Identifier: 1.1.2.4.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process monitors and logs the received specific service performance quality data,
compares the received specific service performance quality data to performance quality
standards set for each specific service (available from the Service Inventory), detect
performance quality threshold violations which represent specific service failures due to
abnormal performance, and detects performance degradation for specific services which
provide early warning of potential issues.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process monitors and logs the received specific service performance quality data,
compares the received specific service performance quality data to performance quality
standards set for each specific service (available from the Service Inventory), detect
performance quality threshold violations which represent specific service failures due to
abnormal performance, and detects performance degradation for specific services which
provide early warning of potential issues.

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Optional
Not used for this process element

Interactions
Not used for this process element

Record Service Performance Quality Data

Process Identifier: 1.1.2.4.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process assesses and records received specific service performance quality data
which is within tolerance limits for performance quality standards, and for which
continuous monitoring and measuring of performance is required. It records the results
of the continuous monitoring for reporting through the Report Service Quality
Performance processes, and logs specific service performance quality degradation and
violation details within the repository in the Manage Service Inventory processes to
ensure historical records are available to support the needs of other processes.

Extended Description
Not used for this process element

Explanatory
This process assesses and records received specific service performance quality data
which is within tolerance limits for performance quality standards, and for which
continuous monitoring and measuring of performance is required.

Mandatory
It records the results of the continuous monitoring for reporting through the Report
Service Quality Performance processes, and logs specific service performance quality
degradation and violation details within the repository in the Manage Service Inventory
processes to ensure historical records are available to support the needs of other
processes.

Optional
Not used for this process element

Interactions
Not used for this process element

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Correlate Service Performance Event Notifications

Process Identifier: 1.1.2.4.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process passes information about specific service failures due to performance
quality threshold violations to Service Problem Management to manage any necessary
restoration activity as determined by that process. It passes information about potential
specific customer SLA/QoS performance degradations arising from specific service
quality performance degradations (using knowledge about service to purchased
product offering linkages) to Problem Handling to manage any necessary restoration
activity as determined by that process. It forwards service performance degradation
notifications to other Service Quality Management processes, which manage activities to
restore normal specific service performance quality.

Perform automated service testing using simulated calls simulating standard user
behavior, collect data related to service usage

Extended Description
Not used for this process element

Explanatory
This process passes information about specific service failures due to performance
quality threshold violations to Service Problem Management to manage any necessary
restoration activity as determined by that process.

Mandatory
passes information about potential specific customer SLA/QoS performance degradations
arising from specific service quality performance degradations (using knowledge about
service to purchased product offering linkages) to Problem Handling to manage any
necessary restoration activity as determined by that process. It forwards service
performance degradation notifications to other Service Quality Management processes,
which manage activities to restore normal specific service performance quality.

Perform automated service testing using simulated calls simulating standard user
behavior, collect data related to service usage

Optional
Not used for this process element

Interactions

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This process forwards service performance degradation notifications to other Service

Quality Management processes

1.1.2.4.2 Analyze Service Quality

Figure 99. Analyze Service Quality decomposition into level 4 processes

Analyze Service Quality

Process Identifier: 1.1.2.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze and evaluate the service quality performance of specific services

Extended Description
The purpose of the Analyze Service Quality processes is to analyze the information
received from the Monitor Service Quality process to evaluate the service quality
performance of specific services.
Using the data from Monitor Service Quality, these processes will correlate events in
order to filter repetitive alarms and failure events that do not affect the quality delivered,
and they will calculate key service quality indicators, (such as Mean Time Between
Failures and other chronic problems).

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The responsibilities of the processes include, but are not limited to:
· Undertaking analysis as required on specific service performance information
received from the Monitor Service Quality processes;
· Initiating, modifying and cancelling continuous performance data collection
schedules for specific services required to analyze specific service performance. These
schedules are established through requests sent to the Enable Service Quality
Management processes.
· Determining the root causes of specific service performance degradations and
violations;
· Recording the results of the analysis and intermediate updates in the Service
Inventory for historical analysis and for use as required by other processes; and
· Undertaking specific detailed analysis (if the original requested came from
Customer QoS/SLA Management processes) to discover the root cause of customer QoS
performance degradations that may be arising due to interactions between service
instances, without any specific service instance having an unacceptable performance in
its own right.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Perform Specific Service Performance Diagnostics

Process Identifier: 1.1.2.4.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process performs analysis as required on specific service performance information
received from the Monitor Service Quality processes. It determines the root causes of
specific service performance degradations and violations, records the results of the
analysis and intermediate updates in the Service Inventory for historical analysis and for
use as required by other processes, and undertakes specific detailed analysis (if the
original requested came from Customer QoS/SLA Management processes) to discover

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the root cause of customer QoS performance degradations that may be arising due to
interactions between service instances, without any specific service instance having an
unacceptable performance in its own right.

Extended Description
Not used for this process element

Explanatory
This process performs analysis as required on specific service performance information
received from the Monitor Service Quality processes.

Mandatory
It determines the root causes of specific service performance degradations and
violations, records the results of the analysis and intermediate updates in the Service
Inventory for historical analysis and for use as required by other processes, and
undertakes specific detailed analysis (if the original requested came from Customer
QoS/SLA Management processes) to discover the root cause of customer QoS
performance degradations that may be arising due to interactions between service
instances, without any specific service instance having an unacceptable performance in
its own right.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Service Performance Data Collection Schedules

Process Identifier: 1.1.2.4.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process initiates, modifies and cancels continuous performance data collection
schedules for specific services required to analyze specific service performance. These
schedules are established through requests sent to the Enable Service Quality
Management processes.

Extended Description
Not used for this process element

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Explanatory
Not used for this process element

Mandatory
This process initiates, modifies and cancels continuous performance data collection
schedules for specific services required to analyze specific service performance.

Optional
Not used for this process element

Interactions
These schedules are established through requests sent to the Enable Service Quality
Management processes.

1.1.2.4.3 Improve Service Quality

Figure 100. Improve Service Quality decomposition into level 4 processes

Improve Service Quality

Process Identifier: 1.1.2.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Restore the service quality to a normal operational state as efficiently as possible.

Extended Description
The objective of the Improve Service Quality processes is to restore the service quality to
a normal operational state as efficiently as possible.
These processes follow service improvement plans specified by the supplier/partner, or
use service improvement plans developed by the service provider. Where appropriate
service improvement plans are not available these processes are responsible for
developing appropriate service improvement plans.
Where activity to improve service quality performance is likely to impact other in-use
specific services, this process is responsible for providing appropriate notification of the
improvement proposal and ensuring authorization is received to proceed with the service
improvement plan. When the service improvement activity is about to commence, these
processes are responsible for notifying when service improvement activity is commencing
and when it is completed.
Based on the information determined within the Analyze Service Quality processes and
the nature of the specific service degradation, these processes may possibly re-assign
services or re-configure service parameters.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Reassign / Reconfigure Service or Service Parameters

Process Identifier: 1.1.2.4.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Based on the information determined within the Analyze Service Quality processes and
the nature of the specific service degradation, this process may re-assign services or re-
configure service parameters.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Based on the information determined within the Analyze Service Quality processes and
the nature of the specific service degradation, this process may re-assign services or re-
configure service parameters.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Service Improvement Notification and Authorization

Process Identifier: 1.1.2.4.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where activity to improve service quality performance is likely to impact other in-use
specific services, this process is responsible for providing appropriate notification of the
improvement proposal and ensuring authorization is received to proceed with the service
improvement plan. When the service improvement activity is about to commence, this
process is responsible for notifying when service improvement activity is commencing
and when it is completed.

Extended Description
Not used for this process element

Explanatory
Applies where activity to improve service quality performance is likely to impact other in-
use specific services.

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Mandatory
This process is responsible for providing appropriate notification of the improvement
proposal and ensuring authorization is received to proceed with the service improvement
plan. When the service improvement activity is about to commence, this process is
responsible for notifying when service improvement activity is commencing and when it is
completed.

Optional
Not used for this process element

Interactions
Not used for this process element

Develop Service Improvement Plans

Process Identifier: 1.1.2.4.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where appropriate service improvement plans are not available this process is
responsible for developing appropriate service improvement plans.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Where appropriate service improvement plans are not available this process is
responsible for developing appropriate service improvement plans.

Optional
Not used for this process element

Interactions
Not used for this process element

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1.1.2.4.4 Report Service Quality

Performance

Figure 101. Report Service Quality Performance decomposition into level 4 processes

Report Service Quality Performance

Process Identifier: 1.1.2.4.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of service performance degradation reports, provide notifications of
any changes and provide management reports

Extended Description
The objective of the Report Service Quality Performance processes is to monitor the
status of service performance degradation reports, provide notifications of any changes
and provide management reports.
These processes are responsible for continuously monitoring the status of service
performance degradation reports and managing notifications to other processes in the
SM&O and other process layers, and to other parties registered to receive notifications of
any status changes. Notification lists are managed and maintained by the Enable Service
Quality Management processes.
These processes record, analyze and assess the service performance degradation report
status changes to provide management reports and any specialized summaries of the

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efficiency and effectiveness of the overall Service Quality Management process. These
specialized summaries could be specific reports required by specific audiences.
These processes also report any identified constraints that can affect service quality
standards to other processes. These constraints may include specific resource failures,
capacity shortages due to unexpected demand peaks, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Service Performance Degradation Report

Process Identifier: 1.1.2.4.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for continuously monitoring the status of Service Performance
Degradation Reports and managing notifications to processes and other parties
registered to receive notifications of any status changes. Notification lists are managed
and maintained by the Enable Service Quality Management processes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process is responsible for continuously monitoring the status of Service Performance
Degradation Reports and managing notifications to processes and other parties
registered to receive notifications of any status changes.

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Optional
Not used for this process element

Interactions
Notification lists are managed and maintained by the Enable Service Quality
Management processes.

Report Constraints to Other Processes

Process Identifier: 1.1.2.4.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process reports any identified constraints that can affect service quality standards to
other processes. These constraints may include specific resource failures, capacity
shortages due to unexpected demand peaks, etc.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process reports any identified constraints that can affect service quality standards to
other processes. These constraints may include specific resource failures, capacity
shortages due to unexpected demand peaks, etc.

Optional
Not used for this process element

Interactions
Not used for this process element

Distribute Service Quality Management Reports & Summaries

Process Identifier: 1.1.2.4.4.3

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process records, analyzes and assesses the Service Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Service Quality Management process.
These specialized summaries could be specific reports required by specific audiences.

Extended Description
Not used for this process element

Explanatory
These specialized summaries could be specific reports required by specific audiences.

Mandatory
This process records, analyzes and assesses the Service Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Service Quality Management process.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.2.4.5 Create Service Performance

Degradation Report

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Figure 102. Create Service Performance Degradation Report decomposition into level 4 processes

Create Service Performance Degradation Report

Process Identifier: 1.1.2.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new service performance degradation report.

Extended Description
The objective of the Create Service Performance Degradation Report process is to create
a new service performance degradation report, modify existing service performance
degradation reports, and request cancellation of existing service performance
degradation reports.
A new service performance degradation report may be created as a result of specific
service performance notifications undertaken by the Monitor Service Performance
processes, or at the request of analysis undertaken by other CRM, SM&O or RM&O
processes which detect that some form of deterioration or failure has occurred requires
an assessment of the specific service performance.
If the service performance degradation report is created as a result of a notification or
request from processes other than Monitor Service Performance processes, the Create
Service Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Service Performance Management
processes, and for requesting additional information if required.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Generate Service Performance Degradation Problem

Process Identifier: 1.1.2.4.5.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process creates a new Service Performance Degradation Report as a result of
specific service performance notifications undertaken by the Monitor Service
Performance processes, or at the request of analysis undertaken by other CRM, SM&O
or RM&O processes which detect that some form of deterioration or failure has occurred
requires an assessment of the specific service performance.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process creates a new Service Performance Degradation Report as a result of
specific service performance notifications undertaken by the Monitor Service
Performance processes, or at the request of analysis undertaken by other CRM, SM&O
or RM&O processes which detect that some form of deterioration or failure has occurred
requires an assessment of the specific service performance.

Optional
Not used for this process element

Interactions

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Not used for this process element

Convert Report To Service Performance Degradation Report Format

Process Identifier: 1.1.2.4.5.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
If the service performance degradation report is created as a result of a notification or
request from processes other than Monitor Service Performance processes, this process
responsible for converting the received information into a form suitable for the Service
Performance Management processes, and for requesting additional information if
required.

Extended Description
Not used for this process element

Explanatory
Applies where the service performance degradation report is created as a result of a
notification or request from processes other than Monitor Service Performance
processes,

Mandatory
This process is responsible for converting the received information into a form suitable for
the Service Performance Management processes, and for requesting additional
information if required.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.2.4.6 Track & Manage Service Quality

Performance Resolution

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Figure 103. Track & Manage Service Quality Performance Resolution decomposition into level 4 processes

Track & Manage Service Quality Performance Resolution

Process Identifier: 1.1.2.4.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Efficiently assign, coordinate and track specific service performance analysis, restoration
and improvement activities, and escalate any open service performance degradation
reports in jeopardy.

Extended Description
The objective of the Track & Manage Service Quality Performance Resolution processes
is to efficiently assign, coordinate and track specific service performance analysis,
restoration and improvement activities, and escalate any open service performance
degradation reports in jeopardy.

Responsibilities of these processes include, but are not limited to:

· Adding additional information to an open service performance degradation report based

on the first-in and on-going analysis;
· Scheduling, assigning and coordinating analysis and specific service performance
restoration activities and/or repair activities delegated to other processes;

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· Generating the respective resource trouble report creation request(s) to Create

Resource Trouble Report based on specific service performance degradation reports
where analysis the root cause is related to resources;
· Modifying information in an existing service performance degradation report based on
assignments;
· Modifying the service performance degradation report status;
· Canceling a service performance degradation report when the specific request was
related to a false service failure event; and
· Monitoring the jeopardy status of open service performance degradation reports, and
escalating service performance degradation reports as necessary.

Note that some specific resource components may be owned and managed by
suppliers/partners. In these cases the Track & Manage Service Quality Performance
process is responsible for initiating requests, through S/P Performance Management for
resolution by the supplier/partner of the specific resource components.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Service Quality Performance Resolution processes will also inform
the Close Service Performance Degradation Report processes by modifying the service
performance degradation report status to cleared when the specific service performance
quality issues have been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Coordinate Service Quality

Process Identifier: 1.1.2.4.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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This process schedules, assigns and coordinates analysis and specific service
performance restoration activities and/or repair activities delegated to other processes,
undertakes necessary tracking of the execution progress, modifies information in an
existing Service Performance Degradation Report based on assignments, and modifies
the Service Performance Degradation Report status.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process schedules, assigns and coordinates analysis and specific service
performance restoration activities and/or repair activities delegated to other processes,
undertakes necessary tracking of the execution progress, modifies information in an
existing Service Performance Degradation Report based on assignments, and modifies
the Service Performance Degradation Report status.

Optional
Not used for this process element

Interactions
Not used for this process element

Request Service Performance Degradation Report Creation and Update

Process Identifier: 1.1.2.4.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process generates the respective resource trouble report creation request(s) to
Create Resource Trouble Report based on specific service performance degradation
reports where analysis the root cause is related to resources. It modifies information in
an existing service performance degradation report based on assignments, and modifies
the service performance degradation report status.

Extended Description
Not used for this process element

Explanatory

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Not used for this process element

Mandatory
This process generates the respective resource trouble report creation request(s) to
Create Resource Trouble Report based on specific service performance degradation
reports where analysis the root cause is related to resources. It modifies information in
an existing service performance degradation report based on assignments, and modifies
the service performance degradation report status.

Optional
Not used for this process element

Interactions
Not used for this process element

Update First in Service Testing Results

Process Identifier: 1.1.2.4.6.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process adds additional information to an open Service Performance Degradation
Report based on the first-in testing.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process adds additional information to an open Service Performance Degradation
Report based on the first-in testing.

Optional
Not used for this process element

Interactions
Not used for this process element

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Cancel Service Performance Degradation Report

Process Identifier: 1.1.2.4.6.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process cancels a Service Performance Degradation Report when the specific
trouble was related to a false service failure event.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process cancels a Service Performance Degradation Report when the specific
trouble was related to a false service failure event.

Optional
Not used for this process element

Interactions
Not used for this process element

Escalate/End Service Performance Degradation Report

Process Identifier: 1.1.2.4.6.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process monitors the jeopardy status of open Service Performance Degradation
Reports, and escalates Service Performance Degradation Reports as necessary.

Extended Description

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Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process monitors the jeopardy status of open Service Performance Degradation
Reports, and escalates Service Performance Degradation Reports as necessary.

Optional
Not used for this process element

Interactions
Not used for this process element

Clear Service Performance Degradation Report Status

Process Identifier: 1.1.2.4.6.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process informs the Close Service Performance Degradation Report process by
modifying the Service Performance Degradation Report status to cleared when the
specific service performance quality issues have been resolved.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process informs the Close Service Performance Degradation Report process by
modifying the Service Performance Degradation Report status to cleared when the
specific service performance quality issues have been resolved.

Optional
Not used for this process element

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Interactions
This process informs the Close Service Performance Degradation Report process

Engage External Service Suppliers

Process Identifier: 1.1.2.4.6.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
If some specific resource components are owned and managed by suppliers/partners,
this process is responsible for initiating requests, through S/P Performance Management,
for resolution by the supplier/partner of the specific resource components. This process
will co-ordinate all the actions necessary in order to guarantee that all tasks are finished
at the appropriate time and in the appropriate sequence.

Extended Description
Not used for this process element

Explanatory
Applies where some specific resource components are owned and managed by
suppliers/partners.

Mandatory
This process is responsible for initiating requests, through S/P Performance
Management, for resolution by the supplier/partner of the specific resource components.
This process will co-ordinate all the actions necessary in order to guarantee that all tasks
are finished at the appropriate time and in the appropriate sequence.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.2.5 Service Guiding & Mediation

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Figure 104. Service Guiding & Mediation decomposition into level 3 processes

Service Guiding & Mediation

Process Identifier: 1.1.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage usage events by correlating and formatting them into a useful format as well as
guiding them to an appropriate service.

Extended Description
Service Guiding & Mediation processes manage usage events by correlating and
formatting them into a useful format. These processes include guiding resource events
to an appropriate service, mediation of these usage records, as well as de-duplication of
usage records already processed. These processes provide information on customer-
related and Service-related events to other process areas across assurance and billing.
This includes reports on non-chargeable events and overcharged events and analysis of
event records to identify fraud and prevent further occurrences.

In many cases, this process is performed by a resource such as a network element.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Mediate Service Usage Records

Process Identifier: 1.1.2.5.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Validate, normalize, convert and correlate usage records collected from the resource
layer

Extended Description
The purpose of the Mediate Service Usage Records process is to validate, normalize,
convert and correlate usage records collected. It also removes any duplicate usage
records that have already been processed.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Rate Usage Records (Deleted)

Process Identifier: 1.1.2.5.2 (This Process ID has been deliberately unused!)

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Report Service Usage Records

Process Identifier: 1.1.2.5.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Generate reports on usage records based on requests from other processes

Extended Description
The purpose of the Report Service Usage Record processes is to generate reports on
service usage records based on requests from other processes. These processes
produce reports that may identify abnormalities, which may be caused by fraudulent
activity or related to customer complaints.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Guide Resource Usage Records

Process Identifier: 1.1.2.5.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Relates the usage record to the appropriate service.

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Extended Description
The Guide Resource Usage Records process converts/relates the record to the
appropriate service.

In many cases, this process is performed by a resource such as a network element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.2.5.1 Mediate Service Usage Records

Figure 105. Mediate Service Usage Records decomposition into level 4 processes

Mediate Service Usage Records

Process Identifier: 1.1.2.5.1

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Validate, normalize, convert and correlate usage records collected from the resource
layer

Extended Description
The purpose of the Mediate Service Usage Records process is to validate, normalize,
convert and correlate usage records collected. It also removes any duplicate usage
records that have already been processed.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Validate Service Usage Record

Process Identifier: 1.1.2.5.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Validate service usage records collected from the resource layer

Extended Description
Not used for this process element

Explanatory

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for example, checking loss of Service Usage Records, illegal characters in Service Usage
Records, invalid field length in Service Usage Records, the service usage duration
mismatching to start time and end time.

Mandatory
The purpose of Validate Service Usage Record process is to validate service usage
records collected from the resource layer. This process is responsible for collecting the
Service Usage Records, filtering out of non-billing relevant Service Usage Records and
validating the Service Usage Records and their integrity.

Optional
Not used for this process element

Interactions
Not used for this process element

Normalize Service Usage Record

Process Identifier: 1.1.2.5.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Normalize service usage records to specific expression format.

Extended Description
Not used for this process element

Explanatory
For example, 10 min voice call can be either expressed by 4 indicators including start
time, end time, duration and QoS, or expressed by 3 indicators excluding end time.

Mandatory
The purpose of Normalize Service Usage Record process is to normalize Service Usage
Records to specific expression format. Service Usage Records generated by different
systems are used distinct expressions for same record data. This process is responsible
for unifying all Service Usage Records to specific expression manner.

Optional
Not used for this process element

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Interactions
Not used for this process element

Convert Service Usage Record

Process Identifier: 1.1.2.5.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Convert service usage records to specific record format.

Extended Description
Not used for this process element

Explanatory
The Service Usage Records are collected from different upstream systems and stored in
different file formats.

Mandatory
The purpose of Convert Service Usage Record process is to convert Service Usage
Records to specific record format. This process is responsible for identifying the data
formats of collected Service Usage Records and changing them to specific common data
format for downstream system using. This process is also responsible for consolidating
multiple Service Usage Records and producing more than one records from single
Service Usage Record for varied billing requirements.

Optional
Not used for this process element

Interactions
Not used for this process element

Correlate Service Usage Record

Process Identifier: 1.1.2.5.1.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Correlate collected service usage records.

Extended Description
Not used for this process element

Explanatory
Since the Service Usage Records are collected from different upstream system,
sometime more than one Service Usage Records store same service consumption.

Mandatory
The purpose of Correlate Service Usage Record process is to correlate collected service
usage records. In order to resolve this case, this process is responsible for identifying the
correlative Service Usage Records and associating them together for downstream system
use.

Optional
Not used for this process element

Interactions
Not used for this process element

Remove Duplicate Service Usage Record

Process Identifier: 1.1.2.5.1.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Remove service usage records.

Extended Description
Not used for this process element

Explanatory
The duplication detection is usually by checking the values of the key fields of Service
Usage Records with combined criteria. Achieving service usage records is normally
happened when the records are no need for further billing process.

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Mandatory
The purpose of Remove Service Usage Record process is to remove any duplicate usage
records that have already been processed or to achieve service usage records according
to Service Provider’s policy. This process includes detect duplicate records and removing
them from billing process.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.3.1 RM&O Support & Readiness

Figure 106. RM&O Support & Readiness decomposition into level 3 processes

RM&O Support & Readiness

Process Identifier: 1.1.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Manage resource infrastructure to ensure that appropriate application, computing and
network resources are available and ready to support the Fulfillment, Assurance and
Billing processes in instantiating and managing resource instances, and for monitoring
and reporting on the capabilities and costs of the individual FAB processes.

Extended Description
RM&O Support & Readiness processes are responsible for managing resource
infrastructure to ensure that appropriate application, computing and network resources
are available and ready to support the Fulfillment, Assurance and Billing processes in
instantiating and managing resource instances, and for monitoring and reporting on the
capabilities and costs of the individual FAB processes.
Responsibilities of these processes include but are not limited to:
· Supporting the operational introduction of new and/or modified resource infrastructure
and conducting operations readiness testing and acceptance;
· Managing planned outages;
· Managing and ensuring the ongoing quality of the Resource Inventory;
· Analyzing availability and performance over time on resources or groups of resources,
including trend analysis and forecasting;
· Demand balancing in order to maintain resource capacity and performance
· Performing pro-active maintenance and repair activities;
· Establishing and managing the workforce to support the eTOM processes; and
· Managing spares, repairs, warehousing, transport and distribution of resources and
consumable goods.
· Conducting Vulnerability Management;
· Conducting Threat Assessments;
· Conducting Risk Assessments;
· Conducting Risk Mitigation;
· Conducting Secure Configuration Activities

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Enable Resource Provisioning

Process Identifier: 1.1.3.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Planning and deployment of new and/or modified resource infrastructure to ensure
availability of sufficient resource infrastructure to support the Resource Provisioning
processes, and monitoring, managing and reporting on the capability of the Resource
Provisioning processes.

Extended Description
The responsibilities of the Enable Resource Provisioning processes are twofold - planning
and deployment of new and/or modified resource infrastructure to ensure availability of
sufficient resource infrastructure to support the Resource Provisioning processes, and
monitoring, managing and reporting on the capability of the Resource Provisioning
processes.
The responsibilities of these processes include, but are not limited to:
· Forecasting at an operational level resource infrastructure volume requirements and
run-out timeframes;
· Managing capacity planning associated with the deployment of new and/or modified
resource infrastructure;
· Establishing and monitoring of organizational arrangements to support deployment and
operation of new and/or modified resource infrastructure;
· Creating, deploying, modifying and/or upgrading of resource infrastructure deployment
support tools (including Resource Inventory) and processes for new and/or modified
resource infrastructure;
· Developing and promulgating resource infrastructure capacity deployment rules and
controls;
· Authoring, reviewing and approving operational procedures developed by Resource
Development & Management processes prior to resource infrastructure deployment;
· Testing and acceptance of new and/or modified resource infrastructure as part of the
handover procedure from the Resource Development & Management processes to
Operations;
· Detecting resource infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Resource
Development & Management processes;
· Scheduling, managing, tracking and monitoring of the roll-out, in accordance with
approved plans, of the approved new and/or modified resource infrastructure; ·
Monitoring capacity utilization of deployed resource infrastructure to provide early
detection of potential resource infrastructure shortfalls;

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· Monitoring of, and reporting on, resource infrastructure and resource instance currency
and version management;
· Reconfiguring and re-arranging under-utilized deployed resource infrastructure
;· Managing recovery and/or removal of obsolete or unviable resource infrastructure;
· Reporting on deployed resource infrastructure capacity;
· Tracking and monitoring of the Resource Provisioning Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Provisioning Management
processes;
· Establishing and managing resource provisioning notification facilities and lists to
support the Resource Provisioning notification and reporting processes; and
· Updating the Resource Inventory of any changes to the available resource infrastructure
capacity.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Enable Resource Performance Management

Process Identifier: 1.1.3.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Proactively monitoring and maintaining resource infrastructure, and monitoring, managing
and reporting on the capability of the Resource Performance Management processes.

Extended Description
The responsibilities of the Enable Resource Performance Management processes are
twofold - support Resource Performance Management processes by proactively
monitoring and assessing resource infrastructure performance, and monitoring, managing
and reporting on the capability of the Resource Performance Management processes.

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Proactive management is undertaken using a range of performance parameters, whether

technical, time, economic or process related.

The responsibilities of the processes include, but are not limited to:

· Undertaking proactive monitoring regimes of resource infrastructure as required to

ensure ongoing performance within agreed parameters over time;
· Developing and maintaining a repository of acceptable performance threshold standards
for resource instances to support the Resource Performance Management processes;
· Undertaking trend analysis, and producing reports, of the performance of resource
infrastructure to identify any longer term deterioration;
· Monitoring and analyzing the resource instance analyses produced by the Resource
Performance Management processes to identify problems that may be applicable to the
resource infrastructure as a whole;
· Sourcing details relating to resource instance performance and analysis from the
resource inventory to assist in the development of trend analyses;
· Logging the results of the analysis into the resource inventory repository;
· Establishing and managing resource performance data collection schedules, including
managing the collection of the necessary information from the Resource Data Collection
& Distribution processes, to support proactive monitoring and analysis activity, and
requests from Resource Performance

Management processes for additional data to support resource instance performance

analysis;
· Establishing and managing facilities to support management of planned resource
infrastructure and resource instance outages;
· Establishing, maintaining and managing the testing of resource performance control
plans to cater for anticipated resource performance disruptions;
· Proactively triggering the instantiation of control plans to manage performance through
programmed and/or foreseen potentially disruptive events, i.e. anticipated traffic loads on
Xmas day, planned outages, etc.;
· Tracking and monitoring of the Resource Performance Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Performance Management
processes;
· Establishing and managing resource performance notification facilities and lists to
support the Resource Performance Management notification and reporting processes;
and
· Supporting the Support Service Quality Management process.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Resource Trouble Management

Process Identifier: 1.1.3.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Proactively undertaking statistically driven preventative and scheduled resource
infrastructure maintenance activities, and repair activities, and monitoring, managing and
reporting on the capability of the Resource Trouble Management processes.

Extended Description
The responsibilities of the Support Resource Trouble Management processes are twofold
- support Resource Trouble Management processes by proactively undertaking
statistically driven preventative and scheduled resource infrastructure maintenance
activities, and repair activities, and monitoring, managing and reporting on the capability
of the Resource Trouble Management processes.
These processes are responsible for ensuring that the resource infrastructure is working
effectively and efficiently.
Responsibilities of these processes include, but are not limited to:
· Extracting and analyzing, including undertaking trend analysis, historical and current
resource instance trouble reports and performance reports to identify potential resource
infrastructure or resource instances requiring proactive maintenance and/or replacement;
· Requesting scheduling of additional resource instance data collection to assist in the
analysis activity;
· Requesting scheduling of resource instance performance testing to assist in analysis
activity;
· Developing and managing resource infrastructure and resource instance proactive
maintenance programs;
· Requesting resource provisioning activity to prevent anticipated resource troubles
associated with capacity limitations identified in the analysis activities;

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· Reporting outcomes of trend analysis to Resource Development & Management

processes to influence new and/or modified resource infrastructure development;
· Establishing and managing resource instance spares holding facilities, including
arrangements with suppliers/partners for vendor managed spares (the actual commercial
agreement is negotiated using Supply Chain Development & Management processes);
· Management of issuing and re-stocking of spares;
· Establishing and managing resource instance return and repair programs and
associated processes, including both service provider and supplier/partner repair
activities;
· Tracking and monitoring of the Resource Trouble Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Trouble Management
processes;
· Establishing and managing resource trouble notification facilities and lists to support the
Resource Trouble Management notification and reporting processes; and
· Supporting the Support Service Problem Management process

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Enable Resource Data Collection & Distribution

Process Identifier: 1.1.3.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Administering and management of the processes which enable the effective operation of
the resource data collection and data distribution network, and monitoring, managing and
reporting on the capability of the Resource Data Collection & Distribution processes.

Extended Description

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The responsibilities of the Enable Resource Data Collection & Distribution processes are
twofold - administering and management of the processes which enable the effective
operation of the resource data collection and data distribution infrastructure, and
monitoring, managing and reporting on the capability of the Resource Data Collection &
Distribution processes.

The Resource Data Collection & Distribution processes may be either scheduled
activities, or may be triggered as a result of ad-hoc events.

Responsibilities of these processes include, but are not limited to:

· Administering and managing the scheduling of resource data collection and resource
data distribution;
· Managing the registration and access control processes used by other processes to
gain access to the collected resource data;
· Managing the registration and access control processes that enable processes to
download resource data to be distributed to identified resource instances;
· Establishing and managing resource data storage facilities, and associated
management processes, within the resource data collection and resource data
distribution infrastructure, to be used as temporary data holding facilities as required;
· Tracking and monitoring of the Resource Data Collection and Distribution processes
and associated costs, and reporting on the capability of the Resource Data Collection and
Distribution processes; and
· Identifying any technical driven shortcomings of the resource data collection and
resource data distribution infrastructures, and providing input to Resource Development &
Management processes to rectify these issues.

Note that the underlying resource infrastructure used for the actual transport of resource
data are managed as appropriate by other processes within the RM&O and RD&M
horizontal process groupings

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Manage Resource Inventory

Process Identifier: 1.1.3.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish, manage and administer the enterprise's resource inventory, as embodied in the
Resource Inventory Database, and monitor and report on the usage and access to the
resource inventory, and the quality of the data maintained in it

Extended Description
The responsibilities of the Manage Resource Inventory processes are twofold - establish,
manage and administer the enterprise’s resource inventory, as embodied in the Resource
Inventory Database, and monitor and report on the usage and access to the resource
inventory, and the quality of the data maintained in it.
The resource inventory maintains records of all resource infrastructure and resource
instance configuration, version, and status details. It also records test and performance
results and any other resource related- information, required to support RM&O and other
processes.
The resource inventory is also responsible for maintaining the association between
service instances and resource instances, created as a result of the Resource
Provisioning Management processes.
Responsibilities of these processes include, but are not limited to:
· Identifying the inventory-relevant information requirements to be captured for resource
infrastructure and resource instances;
· Identifying, establishing and maintaining resource inventory repository facilities;
· Establishing and managing the resource inventory management and information capture
processes;
· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download resource data to and from the resource
inventory;
· Ensuring the resource inventory repository accurately captures and records all identified
resource infrastructure and resource instance details, through use of automated or
manual audits;
· Tracking and monitoring of the usage of, and access to, the resource inventory
repository and associated costs, and reporting on the findings; and
· Identifying any technical driven shortcomings of the resource inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Logistics

Process Identifier: 1.1.3.1.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage and control warehousing, stock level management, physical distribution and
transport of purchased resources and consumable goods.

Extended Description
The responsibility of the Manage Logistics processes is twofold - manage and control
warehousing, stock management, physical distribution and transport of purchased
resources and consumable goods, and monitoring, managing and reporting on the
capability of the Manage Logistics processes.
These processes are applicable for both resources managed by the processes in the
RM&O processes as well as the myriad of consumable goods used by the enterprise in
its day-to-day activities, such as paper, stationery, etc.

These processes manage all operational processes associated with the storage and
distribution of purchased resources and consumable goods from the supplier. In addition,
these processes are responsible for initiating orders for consumable goods, spare parts
and for monitoring and reporting on progress of consumable goods orders. The actual
order placed is managed through the appropriate S/PRM processes.

These purchased items may be temporarily stored in enterprise, vendor or third party
managed warehouses before being delivered to smaller distribution points, or being
delivered direct to site. Or alternatively they may be delivered directly to site from
supplier's facilities.

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These processes are responsible for determining the distribution path for individual
resources and consumable goods.

These processes are responsible for the internal operational processes associated with
managing a warehouse including aspects such as yard management, dock management,
pick management, etc. These processes track all goods stored in the warehouse from
the time of inward delivery to outwards dispatch.

These processes manage the co-ordination and control of transport infrastructure,

including land, air and sea transport capabilities. The transport may be owned and
managed by the enterprise, the vendor or a third-party. Different parties may be
responsible for different aspects of the overall end-end transport requirements, i.e., a
vendor may deliver to a warehouse, and a third party from the warehouse to site. These
processes are responsible for determining truck loads, distribution routes, etc.
To the extent that the above processes are managed by either the supplier, or by third
parties, the enterprise processes are responsible for initiating requests, and for
monitoring, tracking and reporting on the operation of the supplier, and/or third party.

Each of the above processes has sub-processes responsible for:

· Managing the registration and access control processes that enable enterprise
processes to create, modify, update, delete and/or download individual requests into
supplier and/or third party systems associated with any of the above processes;
· Managing the registration and access control processes that enable supplier and/or third
party processes to create, modify, update, delete and/or download relevant details into
enterprise systems associated with any of the above processes;
· Managing of issuing and re stocking of spares;
· Tracking and monitoring of the usage of, and access to, the specific process and
associated costs of the specific processes, and reporting on the findings; and
· Identifying any technical driven shortcomings of the specific automated support
capabilities, and providing input to Resource Development & Management processes to
rectify these issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

1.1.3.1.1 Enable Resource Provisioning

Figure 107. Enable Resource Provisioning decomposition into level 4 processes

Enable Resource Provisioning

Process Identifier: 1.1.3.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Planning and deployment of new and/or modified resource infrastructure to ensure
availability of sufficient resource infrastructure to support the Resource Provisioning
processes, and monitoring, managing and reporting on the capability of the Resource
Provisioning processes.

Extended Description
The responsibilities of the Enable Resource Provisioning processes are twofold - planning
and deployment of new and/or modified resource infrastructure to ensure availability of
sufficient resource infrastructure to support the Resource Provisioning processes, and
monitoring, managing and reporting on the capability of the Resource Provisioning
processes.

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The responsibilities of these processes include, but are not limited to:
· Forecasting at an operational level resource infrastructure volume requirements and
run-out timeframes;
· Managing capacity planning associated with the deployment of new and/or modified
resource infrastructure;
· Establishing and monitoring of organizational arrangements to support deployment and
operation of new and/or modified resource infrastructure;
· Creating, deploying, modifying and/or upgrading of resource infrastructure deployment
support tools (including Resource Inventory) and processes for new and/or modified
resource infrastructure;
· Developing and promulgating resource infrastructure capacity deployment rules and
controls;
· Authoring, reviewing and approving operational procedures developed by Resource
Development & Management processes prior to resource infrastructure deployment;
· Testing and acceptance of new and/or modified resource infrastructure as part of the
handover procedure from the Resource Development & Management processes to
Operations;
· Detecting resource infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Resource
Development & Management processes;
· Scheduling, managing, tracking and monitoring of the roll-out, in accordance with
approved plans, of the approved new and/or modified resource infrastructure; ·
Monitoring capacity utilization of deployed resource infrastructure to provide early
detection of potential resource infrastructure shortfalls;
· Monitoring of, and reporting on, resource infrastructure and resource instance currency
and version management;
· Reconfiguring and re-arranging under-utilized deployed resource infrastructure
;· Managing recovery and/or removal of obsolete or unviable resource infrastructure;
· Reporting on deployed resource infrastructure capacity;
· Tracking and monitoring of the Resource Provisioning Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Provisioning Management
processes;
· Establishing and managing resource provisioning notification facilities and lists to
support the Resource Provisioning notification and reporting processes; and
· Updating the Resource Inventory of any changes to the available resource infrastructure
capacity.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Plan & Forecast Resource Infrastructure Requirements and Manage Capacity Planning

Process Identifier: 1.1.3.1.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Planning and deployment of new and/or modified resource infrastructure to ensure
availability of sufficient resource infrastructure to support the Resource Provisioning
processes, and monitoring, managing and reporting on the capability of the Resource
Provisioning processes.

Extended Description
· Forecasting at an operational level resource infrastructure volume requirements and
run-out timeframes;
· Managing capacity planning associated with the deployment of new and/or modified
resource infrastructure;

Explanatory
Not used for this process element

Mandatory
Not used for this process element

Optional
Not used for this process element

Interactions
Not used for this process element

Establish, Manage, and Develop Organization, Tools and Processes

Process Identifier: 1.1.3.1.1.2

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing, Creating, Managing, and developing organization, Tools and processes for
operations of new/or modified resource infrastructure.

Extended Description
• Establishing and monitoring of organizational arrangements to support deployment and
operation of new and/or modified resource infrastructure;
• Creating, deploying, modifying and/or upgrading of resource infrastructure deployment
support tools (including Resource Inventory) and processes for new and/or modified
resource infrastructure;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop and Implement Capacity and Operational Rules and Procedures

Process Identifier: 1.1.3.1.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Developing and implementing the capacity deplyment rules and admisnitrating the
infrastructure operational procedures.

Extended Description
• Developing and promulgating resource infrastructure capacity deployment rules and
controls;

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• Authoring, reviewing and approving operational procedures developed by Resource

Development & Management processes prior to resource infrastructure deployment;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Perform Acceptance Test and Address & Monitor the Change

Process Identifier: 1.1.3.1.1.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Performing acceptance test during the hand over process of newand/or modified resource
infrastructure. Also monitoring the new and/or modified infrastructure and addressing the
operational limitations.

Extended Description
• Testing and acceptance of new and/or modified resource infrastructure as part of the
handover procedure from the Resource Development & Management processes to
Operations;
• Detecting resource infrastructure operational limitations and/or deployment
incompatibilities and providing requirements to address these aspects to Resource
Development & Management processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Track & Supervise the Rollout of new and/or Modified Infrastructure

Process Identifier: 1.1.3.1.1.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Supervising the rollout activities of new and/or modified resource infrastructure.

Extended Description
• Scheduling, managing, tracking and monitoring of the roll-out, in accordance with
approved plans, of the approved new and/or modified resource infrastructure;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor, Report and Release Mgmt. of Resource Infrastructure and Capacity Utilization

Process Identifier: 1.1.3.1.1.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Monitoring and reporting the capacity utilization of existing infrastructure.

Extended Description
• Monitoring capacity utilization of deployed resource infrastructure to provide early
detection of potential resource infrastructure shortfalls;
• Monitoring of, and reporting on, resource infrastructure and resource instance currency
and version management;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Optimize Existing Resource Infrastructure Utilization

Process Identifier: 1.1.3.1.1.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Optimizing the infrastructure capacity utilization.

Extended Description
• Reconfiguring and re-arranging under-utilized deployed resource infrastructure

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Track, Monitor and Report Resource Provisioning

Process Identifier: 1.1.3.1.1.8

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Tracking and monitoring the resource provisioning processes and provide the reporting
support.

Extended Description
• Tracking and monitoring of the Resource Provisioning Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Provisioning Management
processes;
• Establishing and managing resource provisioning notification facilities and lists to
support the Resource Provisioning notification and reporting processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Update Inventory Record

Process Identifier: 1.1.3.1.1.9

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Updating the inventory record.

Extended Description
• Updating the Resource Inventory of any changes to the available resource infrastructure
capacity.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.1.2 Enable Resource Performance

Management

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Figure 108. Enable Resource Performance Management decomposition into level 4 processes

Enable Resource Performance Management

Process Identifier: 1.1.3.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Proactively monitoring and maintaining resource infrastructure, and monitoring, managing
and reporting on the capability of the Resource Performance Management processes.

Extended Description
The responsibilities of the Enable Resource Performance Management processes are
twofold - support Resource Performance Management processes by proactively
monitoring and assessing resource infrastructure performance, and monitoring, managing
and reporting on the capability of the Resource Performance Management processes.

Proactive management is undertaken using a range of performance parameters, whether

technical, time, economic or process related.

The responsibilities of the processes include, but are not limited to:

· Undertaking proactive monitoring regimes of resource infrastructure as required to

ensure ongoing performance within agreed parameters over time;
· Developing and maintaining a repository of acceptable performance threshold standards
for resource instances to support the Resource Performance Management processes;
· Undertaking trend analysis, and producing reports, of the performance of resource
infrastructure to identify any longer term deterioration;
· Monitoring and analyzing the resource instance analyses produced by the Resource
Performance Management processes to identify problems that may be applicable to the
resource infrastructure as a whole;
· Sourcing details relating to resource instance performance and analysis from the
resource inventory to assist in the development of trend analyses;
· Logging the results of the analysis into the resource inventory repository;
· Establishing and managing resource performance data collection schedules, including
managing the collection of the necessary information from the Resource Data Collection
& Distribution processes, to support proactive monitoring and analysis activity, and
requests from Resource Performance

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Management processes for additional data to support resource instance performance

analysis;
· Establishing and managing facilities to support management of planned resource
infrastructure and resource instance outages;
· Establishing, maintaining and managing the testing of resource performance control
plans to cater for anticipated resource performance disruptions;
· Proactively triggering the instantiation of control plans to manage performance through
programmed and/or foreseen potentially disruptive events, i.e. anticipated traffic loads on
Xmas day, planned outages, etc.;
· Tracking and monitoring of the Resource Performance Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Performance Management
processes;
· Establishing and managing resource performance notification facilities and lists to
support the Resource Performance Management notification and reporting processes;
and
· Supporting the Support Service Quality Management process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor & Manage Regulatory Issues

Process Identifier: 1.1.3.1.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Proactively monitoring and dealing regulatory issues to ensure the ongoing performance
of resource infrastructure.

Extended Description

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• Undertaking proactive monitoring regimes of resource infrastructure as required to

ensure ongoing performance within agreed parameters over time;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish and Maintain Performance Treshold Standards

Process Identifier: 1.1.3.1.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing and maintaining the rules and standards for performance threshold

Extended Description
• Developing and maintaining a repository of acceptable performance threshold standards
for resource instances to support the Resource Performance Management processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Undertake Performance Trend Analysis

Process Identifier: 1.1.3.1.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analysing the performance trends to identify the performance degredation.

Extended Description
• Undertaking trend analysis, and producing reports, of the performance of resource
infrastructure to identify any longer term deterioration;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor and Analyse Resource Performance Reports, and Identify Issues

Process Identifier: 1.1.3.1.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Review the resource performance management operational report prepared by resource
performance management processes.

Extended Description

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• Monitoring and analyzing the resource instance analyses produced by the Resource
Performance Management processes to identify problems that may be applicable to the
resource infrastructure as a whole;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Correlate the Performance Problem Reports & Manage Inventory Resitory

Process Identifier: 1.1.3.1.2.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Correlating the Performance issues indetified based on the performance report review
and logging the results in inventory repository.

Extended Description
• Sourcing details relating to resource instance performance and analysis from the
resource inventory to assist in the development of trend analyses;
• Logging the results of the analysis into the resource inventory repository;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Manage Resource Performance Data Collection

Process Identifier: 1.1.3.1.2.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develping and managing the resource performance data collection shcedules and
supporting the monitoring activities to gather the resource performance data.

Extended Description
• Establishing and managing resource performance data collection schedules, including
managing the collection of the necessary information from the Resource Data Collection
& Distribution processes, to support proactive monitoring and analysis activity, and
requests from Resource Performance

• Management processes for additional data to support resource instance performance

analysis;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish, Maintain and Manage the Support Plans

Process Identifier: 1.1.3.1.2.7

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing and managing the support facilities and maintaining the testing activities of
resource performance control plans.

Extended Description
• Establishing and managing facilities to support management of planned resource
infrastructure and resource instance outages;
• Establishing, maintaining and managing the testing of resource performance control
plans to cater for anticipated resource performance disruptions;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess and Report Resource Performance Management Processes

Process Identifier: 1.1.3.1.2.8

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track, monitor and assess the resource performance management processes and
associated costs and report.

Extended Description
• Tracking and monitoring of the Resource Performance Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Performance Management

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processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Provide Supporting Procedures and Quality Management Support

Process Identifier: 1.1.3.1.2.9

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing, managing and maintaining the supporting facilities and quality management
support for resource perfomrance managmeent processes.

Extended Description
• Establishing and managing resource performance notification facilities and lists to
support the Resource Performance Management notification and reporting processes;
and
• Supporting the Support Service Quality Management process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

1.1.3.1.3 Support Resource Trouble

Management

Figure 109. Support Resource Trouble Management decomposition into level 4 processes

Support Resource Trouble Management

Process Identifier: 1.1.3.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Proactively undertaking statistically driven preventative and scheduled resource
infrastructure maintenance activities, and repair activities, and monitoring, managing and
reporting on the capability of the Resource Trouble Management processes.

Extended Description
The responsibilities of the Support Resource Trouble Management processes are twofold
- support Resource Trouble Management processes by proactively undertaking
statistically driven preventative and scheduled resource infrastructure maintenance
activities, and repair activities, and monitoring, managing and reporting on the capability
of the Resource Trouble Management processes.
These processes are responsible for ensuring that the resource infrastructure is working
effectively and efficiently.
Responsibilities of these processes include, but are not limited to:
· Extracting and analyzing, including undertaking trend analysis, historical and current
resource instance trouble reports and performance reports to identify potential resource
infrastructure or resource instances requiring proactive maintenance and/or replacement;

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· Requesting scheduling of additional resource instance data collection to assist in the

analysis activity;
· Requesting scheduling of resource instance performance testing to assist in analysis
activity;
· Developing and managing resource infrastructure and resource instance proactive
maintenance programs;
· Requesting resource provisioning activity to prevent anticipated resource troubles
associated with capacity limitations identified in the analysis activities;
· Reporting outcomes of trend analysis to Resource Development & Management
processes to influence new and/or modified resource infrastructure development;
· Establishing and managing resource instance spares holding facilities, including
arrangements with suppliers/partners for vendor managed spares (the actual commercial
agreement is negotiated using Supply Chain Development & Management processes);
· Management of issuing and re-stocking of spares;
· Establishing and managing resource instance return and repair programs and
associated processes, including both service provider and supplier/partner repair
activities;
· Tracking and monitoring of the Resource Trouble Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Trouble Management
processes;
· Establishing and managing resource trouble notification facilities and lists to support the
Resource Trouble Management notification and reporting processes; and
· Supporting the Support Service Problem Management process

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Trouble & Performance Data Collection

Process Identifier: 1.1.3.1.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Reviewing the trend analysis and undertaking the analysis of trouble and performance
report to identify the necessary preventative activities.

Extended Description
• Extracting and analyzing, including undertaking trend analysis, historical and current
resource instance trouble reports and performance reports to identify potential resource
infrastructure or resource instances requiring proactive maintenance and/or replacement;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Infrastructure, Provisioning and Preventive Maintenance Schedules

Process Identifier: 1.1.3.1.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Proactively undertaking statistically driven preventative and scheduled resource
infrastructure maintenance activities, and repair activities, and monitoring, managing and
reporting on the capability of the Resource Trouble Management processes.

Extended Description
• Requesting scheduling of additional resource instance data collection to assist in the
analysis activity;
• Requesting scheduling of resource instance performance testing to assist in analysis
activity;
• Developing and managing resource infrastructure and resource instance proactive
maintenance programs;

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• Requesting resource provisioning activity to prevent anticipated resource troubles

associated with capacity limitations identified in the analysis activities;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create Report

Process Identifier: 1.1.3.1.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Proactively gernerating reports based on the trend analysis.

Extended Description
• Reporting outcomes of trend analysis to Resource Development & Management
processes to influence new and/or modified resource infrastructure development;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Establish Warehouse and Manage Spares Including S/P

Process Identifier: 1.1.3.1.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing and managing the spares houses and managing the spares including S/P
spares.

Extended Description
• Establishing and managing resource instance spares holding facilities, including
arrangements with suppliers/partners for vendor managed spares (the actual commercial
agreement is negotiated using Supply Chain Development & Management processes);
• Management of issuing and re-stocking of spares;
• Establishing and managing resource instance return and repair programs and
associated processes, including both service provider and supplier/partner repair
activities;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track, Monitor and Manage RTM Processes Including S/P

Process Identifier: 1.1.3.1.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Track, monitor and assess the resource performance management processes and
associated costs and report.

Extended Description
• Tracking and monitoring of the Resource Trouble Management processes and
associated costs (including where resource infrastructure is deployed and managed by
third parties), and reporting on the capability of the Resource Trouble Management
processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Provide Support for RTM and SPM Processes

Process Identifier: 1.1.3.1.3.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing, managing and maintaining the supporting facilities and quality management
support for resource trouble managmeent processes.

Extended Description
• Establishing and managing resource trouble notification facilities and lists to support the
Resource Trouble Management notification and reporting processes; and
• Supporting the Support Service Problem Management process

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.1.4 Enable Resource Data Collection

& Distribution

Figure 110. Enable Resource Data Collection & Distribution decomposition into level 4 processes

Enable Resource Data Collection & Distribution

Process Identifier: 1.1.3.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Administering and management of the processes which enable the effective operation of
the resource data collection and data distribution network, and monitoring, managing and
reporting on the capability of the Resource Data Collection & Distribution processes.

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Extended Description
The responsibilities of the Enable Resource Data Collection & Distribution processes are
twofold - administering and management of the processes which enable the effective
operation of the resource data collection and data distribution infrastructure, and
monitoring, managing and reporting on the capability of the Resource Data Collection &
Distribution processes.

The Resource Data Collection & Distribution processes may be either scheduled
activities, or may be triggered as a result of ad-hoc events.

Responsibilities of these processes include, but are not limited to:

· Administering and managing the scheduling of resource data collection and resource
data distribution;
· Managing the registration and access control processes used by other processes to
gain access to the collected resource data;
· Managing the registration and access control processes that enable processes to
download resource data to be distributed to identified resource instances;
· Establishing and managing resource data storage facilities, and associated
management processes, within the resource data collection and resource data
distribution infrastructure, to be used as temporary data holding facilities as required;
· Tracking and monitoring of the Resource Data Collection and Distribution processes
and associated costs, and reporting on the capability of the Resource Data Collection and
Distribution processes; and
· Identifying any technical driven shortcomings of the resource data collection and
resource data distribution infrastructures, and providing input to Resource Development &
Management processes to rectify these issues.

Note that the underlying resource infrastructure used for the actual transport of resource
data are managed as appropriate by other processes within the RM&O and RD&M
horizontal process groupings

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Manage and Adminiter Resource Data Collection and Distribution

Process Identifier: 1.1.3.1.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Administering and managing the processes which enable the effective operation of the
resource data collection and data distribution network.

Extended Description
· Administering and managing the scheduling of resource data collection and resource
data distribution;
· Managing the registration and access control processes used by other processes to
gain access to the collected resource data;
· Managing the registration and access control processes that enable processes to
download resource data to be distributed to identified resource instances;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Data Storage Facilities and Associated Processes

Process Identifier: 1.1.3.1.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Establishing, managing and maintaining the supporting facilities.

Extended Description
· Establishing and managing resource data storage facilities, and associated
management processes, within the resource data collection and resource data
distribution infrastructure, to be used as temporary data holding facilities as required;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track, Monitor and Report Resource Data Collection Processes and Capabilities

Process Identifier: 1.1.3.1.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitoring, managing and reporting on the capability of the Resource Data Collection &
Distribution processes.

Extended Description
· Tracking and monitoring of the Resource Data Collection and Distribution processes
and associated costs, and reporting on the capability of the Resource Data Collection and
Distribution processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Data Collection Issues and Report

Process Identifier: 1.1.3.1.4.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing and Identifying any Data Collection capability issues and providing warnings.

Extended Description
· Identifying any technical driven shortcomings of the resource data collection and
resource data distribution infrastructures, and providing input to Resource Development &
Management processes to rectify these issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.1.5 Manage Resource Inventory

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Figure 111. Manage Resource Inventory decomposition into level 4 processes

Manage Resource Inventory

Process Identifier: 1.1.3.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish, manage and administer the enterprise's resource inventory, as embodied in the
Resource Inventory Database, and monitor and report on the usage and access to the
resource inventory, and the quality of the data maintained in it

Extended Description
The responsibilities of the Manage Resource Inventory processes are twofold - establish,
manage and administer the enterprise’s resource inventory, as embodied in the Resource
Inventory Database, and monitor and report on the usage and access to the resource
inventory, and the quality of the data maintained in it.
The resource inventory maintains records of all resource infrastructure and resource
instance configuration, version, and status details. It also records test and performance
results and any other resource related- information, required to support RM&O and other
processes.
The resource inventory is also responsible for maintaining the association between
service instances and resource instances, created as a result of the Resource
Provisioning Management processes.
Responsibilities of these processes include, but are not limited to:
· Identifying the inventory-relevant information requirements to be captured for resource
infrastructure and resource instances;
· Identifying, establishing and maintaining resource inventory repository facilities;

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· Establishing and managing the resource inventory management and information capture
processes;
· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download resource data to and from the resource
inventory;
· Ensuring the resource inventory repository accurately captures and records all identified
resource infrastructure and resource instance details, through use of automated or
manual audits;
· Tracking and monitoring of the usage of, and access to, the resource inventory
repository and associated costs, and reporting on the findings; and
· Identifying any technical driven shortcomings of the resource inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Inventory Database and Processes

Process Identifier: 1.1.3.1.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establishing, managing and administering the enterprise's resource inventory,

Extended Description
· Identifying the inventory-relevant information requirements to be captured for resource
infrastructure and resource instances;
· Identifying, establishing and maintaining resource inventory repository facilities;
· Establishing and managing the resource inventory management and information capture
processes;

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· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download resource data to and from the resource
inventory;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Perform Audit Tests

Process Identifier: 1.1.4.1.6.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
· Ensuring the supplier/partner inventory repository accurately captures and records all
identified supplier/partner details, through use of automated or manual audits;

Extended Description
· Ensuring the resource inventory repository accurately captures and records all identified
resource infrastructure and resource instance details, through use of automated or
manual audits;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Track and Monitor Resource Repository Capabilities

Process Identifier: 1.1.3.1.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitoring and reporting on the usage and access to the resource inventory, and the
quality of the data maintained in it.

Extended Description
· Tracking and monitoring of the usage of, and access to, the resource inventory
repository and associated costs, and reporting on the findings;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Repository Issues and Provide and Repors and Warnings

Process Identifier: 1.1.3.1.5.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Managing and Identifying any Inventory Reppository issues and providing warnings.

Extended Description
· Identifying any technical driven shortcomings of the resource inventory repository, and
providing input to Resource Development & Management processes to rectify these
issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.1.7 Manage Logistics

Figure 112. Manage Logistics decomposition into level 4 processes

Manage Logistics

Process Identifier: 1.1.3.1.7

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage and control warehousing, stock level management, physical distribution and
transport of purchased resources and consumable goods.

Extended Description
The responsibility of the Manage Logistics processes is twofold - manage and control
warehousing, stock management, physical distribution and transport of purchased
resources and consumable goods, and monitoring, managing and reporting on the
capability of the Manage Logistics processes.
These processes are applicable for both resources managed by the processes in the
RM&O processes as well as the myriad of consumable goods used by the enterprise in
its day-to-day activities, such as paper, stationery, etc.

These processes manage all operational processes associated with the storage and
distribution of purchased resources and consumable goods from the supplier. In addition,
these processes are responsible for initiating orders for consumable goods, spare parts
and for monitoring and reporting on progress of consumable goods orders. The actual
order placed is managed through the appropriate S/PRM processes.

These purchased items may be temporarily stored in enterprise, vendor or third party
managed warehouses before being delivered to smaller distribution points, or being
delivered direct to site. Or alternatively they may be delivered directly to site from
supplier's facilities.

These processes are responsible for determining the distribution path for individual
resources and consumable goods.

These processes are responsible for the internal operational processes associated with
managing a warehouse including aspects such as yard management, dock management,
pick management, etc. These processes track all goods stored in the warehouse from
the time of inward delivery to outwards dispatch.

These processes manage the co-ordination and control of transport infrastructure,

including land, air and sea transport capabilities. The transport may be owned and
managed by the enterprise, the vendor or a third-party. Different parties may be
responsible for different aspects of the overall end-end transport requirements, i.e., a
vendor may deliver to a warehouse, and a third party from the warehouse to site. These
processes are responsible for determining truck loads, distribution routes, etc.
To the extent that the above processes are managed by either the supplier, or by third
parties, the enterprise processes are responsible for initiating requests, and for
monitoring, tracking and reporting on the operation of the supplier, and/or third party.

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Each of the above processes has sub-processes responsible for:

· Managing the registration and access control processes that enable enterprise
processes to create, modify, update, delete and/or download individual requests into
supplier and/or third party systems associated with any of the above processes;
· Managing the registration and access control processes that enable supplier and/or third
party processes to create, modify, update, delete and/or download relevant details into
enterprise systems associated with any of the above processes;
· Managing of issuing and re stocking of spares;
· Tracking and monitoring of the usage of, and access to, the specific process and
associated costs of the specific processes, and reporting on the findings; and
· Identifying any technical driven shortcomings of the specific automated support
capabilities, and providing input to Resource Development & Management processes to
rectify these issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Warehousing

Process Identifier: 1.1.3.1.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage all operational processes associated with the storage and distribution of
purchased resources and consumable goods from the supplier.

Extended Description

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· Manage all operational processes associated with the storage and distribution of
purchased resources and consumable goods from the supplier.
· Determining the distribution path for individual resources and consumable goods.
· Responsible for the internal operational processes associated with managing a
warehouse including aspects such as yard management, dock management, pick
management,

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Orders

Process Identifier: 1.1.3.1.7.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes are responsible for initiating orders for consumable goods, spare parts
and for monitoring and reporting on progress of consumable goods orders. The actual
order placed is managed through the appropriate S/PRM processes.

Extended Description
· Initiating orders for consumable goods, spare parts and for monitoring and reporting on
progress of consumable goods orders. The actual order placed is managed through the
appropriate S/PRM processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Track and Monitor Logistics and Manage Resource Inventory

Process Identifier: 1.1.3.1.7.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing the registration and access control processes that enable supplier and/or third
party processes to create, modify, update, delete and/or download relevant details into
inventory systems associated with any of the above processes;

Extended Description
• Tracking and monitoring of the usage of, and access to, the specific process and
associated costs of the specific processes, and reporting on the findings; and

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Logistic Issues and Provide and Reports

Process Identifier: 1.1.3.1.7.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Identifying any technical driven shortcomings of logistic processes and providint the
report ot resource development and management processes.

Extended Description
• Identifying any technical driven shortcomings of the specific automated support
capabilities, and providing input to Resource Development & Management processes to
rectify these issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.2 Resource Provisioning

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Figure 113. Resource Provisioning decomposition into level 3 processes

Resource Provisioning

Process Identifier: 1.1.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Allocation, installation, configuration, activation and testing of specific resources to meet
the service requirements, or in response to requests from other processes to alleviate
specific resource capacity shortfalls, availability concerns or failure conditions.

Extended Description
Resource Provisioning processes encompass allocation, installation, configuration,
activation and testing of specific resources to meet the service requirements, or in
response to requests from other processes to alleviate specific resource capacity
shortfalls, availability concerns or failure conditions.
Responsibilities of the Resource Provisioning processes include, but are not limited to:
· Verifying whether appropriate specific resources are available as part of pre-order
feasibility checks;
· Allocating the appropriate specific resources to support service orders or requests from
other processes;
· Reserving specific resources (if required by the business rules) for a given period of
time until the service order is confirmed;
· Possibly initiating delivery of specific resources to the central office, to site or to the
customer premise;
· Installation and commissioning of specific resources after delivery;
· Configuring and activating physical and/or logical specific resources, as appropriate;
· Testing the specific resources to ensure the resource is working correctly;
· Recovery of resources;
· Updating of the Resource Inventory Database to reflect that the specific resource has
been allocated to specific services, modified or recovered;
· Assigning and tracking resource provisioning activities;
· Managing resource provisioning jeopardy conditions; and
· Reporting progress on resource orders to other processes.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Allocate & Install Resource

Process Identifier: 1.1.3.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Allocate specific resources required to support a specific service

Extended Description
The objective of the Allocate & Install Resource processes is to allocate specific
resources required to support a specific service.
These activities include but are not limited to:
· Investigating the ability to be able to satisfy specific service orders as a part of a
feasibility check;
· Reserving or allocating specific resources in response to issued resource orders;
· Confirming availability of, or initiating an order for, equipment or software with a
Supplier/Partner; and
· Installing and commissioning specific resources following delivery.
Where the Allocate & Install Resource processes are requested by a resource order
issued as part of a pre-order feasibility check, these processes determine whether there
are adequate specific resources available to fulfill the request. Where there are not
sufficient specific resources available, these processes may initiate enquiries using the
relevant S/PRM and/or Resource Support & Readiness processes to determine lead
times for specific resource availability. Depending on business rules, and on any specific
levels of commitment contained in the initiating service order, these processes may
reserve specific resources linked to the initiating service order for a period of time, and
releasing them when the time period has expired. These processes are responsible for
creating a response to the initiating processes with respect to the feasibility assessment.
Where the Allocate & Install Resource processes are requested by a resource order
issued in response to a confirmed service order, these processes are responsible for
allocating the specific resources required to satisfy the initiating service order. Any
previously reserved specific resources are marked as allocated.

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These process are responsible for initiating, using the S/PRM processes, resource
requisition orders for any specific resources in shortfall. Sufficient information is supplied
with the resource requisition orders to ensure that the appropriate specific resources are
delivered to the appropriate location for installation and configuration. This may include,
for example, a central office, a transmission room, or the customer premise.
Following delivery, these processes are responsible for installing and commissioning
specific resources, and updating the resource inventory as part of these processes.
Where installation of the specific resources requires an upfront major resource
infrastructure, the installation of both the resource infrastructure and specific resources
may be undertaken under the control of the Support Resource Provisioning processes.
The Allocate & Install Resource processes will closely interact with the Manage Resource
Inventory processes to determine availability of physical and logical specific resources to
select from, thereby applying specific selection criteria.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Configure & Activate Resource

Process Identifier: 1.1.3.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Configure and activate the specific resources allocated against an issued resource order

Extended Description
The objective of the Configure & Activate Resource Processes is to configure and
activate the specific resources allocated against an issued resource order.These
processes are responsible for, but not limited to:

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· Assessing and planning the approach to be undertaken for configuration and

activation;
· Re-use standard configuration and activation processes applicable to specific
resources;
· Providing notifications as required if the activation activity requires a planned
outage or is likely to initiate false specific resource alarm event notifications; and
· Updating the information contained in the resource inventory as to the
configuration of specific resources and their status.

At the successful conclusion of these activities, the status of the specific resources will
be changed from allocated to activated, which means they are in use.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Test Resource

Process Identifier: 1.1.3.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Test specific resources to ensure they are operating within normal parameters

Extended Description
The responsibility of the Test Resource processes is to test specific resources to ensure
they are operating within normal parameters. The objective is to verify whether the
resources are working correctly and meet the appropriate performance levels.
These processes test specific resources against supplier/partner defined test plans, or
against test plans developed by the service provider. Where appropriate test plans are
not available these processes are responsible for developing appropriate test plans.

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These processes are also responsible for capturing and storing the test results for
historical and downstream testing comparison purposes.
If these tests succeed, the specific resources will be marked as in-service which means
the specific resources are available for use.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Collect, Update & Report Resource Configuration Data (Deleted)

Process Identifier: 1.1.3.2.4 (This Process ID has been deliberately unused!)

Track & Manage Resource Provisioning

Process Identifier: 1.1.3.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure resource provisioning activities are assigned, managed and tracked efficiently

Extended Description
The objective of the Track & Manage Resource Provisioning process is to ensure
resource provisioning activities are assigned, managed and tracked efficiently.
Responsibilities of these processes include, but are not limited to:
· Scheduling, assigning and coordinating resource provisioning related activities;
· Escalating status of resource orders in accordance with local policy;
· Undertaking necessary tracking of the execution process;

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· Adding additional information to an existing resource order;·

· Modifying information in an existing resource order;
· Modifying the resource order status;·
· Canceling a resource order when the initiating service order is cancelled;
· Monitoring the jeopardy status of resource orders, and escalating resource
orders as necessary; and
· Indicating completion of a resource order by modifying the resource order status.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Resource Provisioning processes are responsible for engaging
external suppliers in provisioning activities when these have been outsourced or
contracted to external parties.
The Track & Manage Resource Provisioning processes will also inform the Close
Resource Order processes by modifying the resource order status to complete when the
resource order has been fulfilled.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Resource Provisioning

Process Identifier: 1.1.3.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business process terms, and
can be applied (ie “instantiated”) with other similar process elements for application within a specific
organization or domain.

Brief Description
Monitor the status of resource orders, provide notifications of any changes and provide management
reports.

Extended Description

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The objective of the Report Resource Provisioning processes is to monitor the status of resource orders,
provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of resource orders and managing
notifications to processes and other parties registered to receive notifications of any status changes.
Notification lists are managed and maintained by the Enable Resource Provisioning processes.
These processes record, analyze and assess the resource order status changes to provide management
reports and any specialized summaries of the efficiency and effectiveness of the overall Resource
Provisioning process. These specialized summaries could be specific reports required by specific
audiences.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close Resource Order

Process Identifier: 1.1.3.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process monitors the status of the order and changes the status to closed when it is
completed.

Extended Description
The objective of the Close Resource Order processes is to close a resource order when
the resource provisioning activities have been completed.
These processes monitor the status of all open resource orders, and recognize that a
resource order is ready to be closed when the status is changed to completed.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Issue Resource Orders

Process Identifier: 1.1.3.2.8

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue correct and complete resource orders

Extended Description
The purpose of the Issue Resource Orders processes is to issue correct and complete
resource orders.
The resource orders may be required to satisfy pertinent service order information
received, may arise as a result of requests for resource provisioning to satisfy resource
trouble recovery activities, may arise to alleviate resource performance issues, or may
arise as a result of information received from suppliers/partners in relations to specific
resources.
These processes assess the information contained in the service order, through a
resource order request, initiating resource process request or supplier/partner initiated
request, to determine the associated resource orders that need to be issued.
The issued resource order may require a feasibility assessment to be undertaken, may
require new provisioning activities for specific resources, may require a change to a
previously issued resource order or may require the deletion/recovery of previously
delivered specific resources.
Where the initiating request or service order has a standard set of associated resource
orders, this process is responsible for issuing the resource orders, and for creating a
record of the relevant initiating request or service order information and the associated
resource orders.
Where the initiating request or service order has special or unusual requirements, and a
specific feasibility assessment has not been previously undertaken, this process marks
the issued resource order as requiring special handling, and passes management for
further processing to the Track & Manage Resource Provisioning process.

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Where the initiating request or service order has special or unusual requirements, and a
specific feasibility assessment has been previously undertaken, this process issues the
previously determined resource orders.
The orchestration, if required, and tracking of the progress of a resource order is the
responsibility of the Track & Manage Resource Provisioning processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Recover Resource

Process Identifier: 1.1.3.2.9

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Recover specific resources that are no longer required.

Extended Description
The responsibility of the Recover Resource processes is to recover specific resources
that are no longer required.
These processes follow recovery plans specified by the supplier/partner, or follow
recovery plans developed by the service provider. Where appropriate recovery plans are
not available these processes are responsible for developing appropriate recovery plans.
Where recovery of resources is likely to impact other in-use specific resources or specific
services, this process is responsible for providing appropriate notification of the recovery
proposal and ensuring authorization is received to proceed with the recovery plan. When
the recovery activity is about to commence, these processes are responsible for notifying
when recovery work is commencing and when it is completed.
When recovered, the specific resources will be marked as unallocated.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.2.1 Allocate & Install Resource

Figure 114. Allocate & Install Resource decomposition into level 4 processes

Allocate & Install Resource

Process Identifier: 1.1.3.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Allocate specific resources required to support a specific service

Extended Description

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The objective of the Allocate & Install Resource processes is to allocate specific
resources required to support a specific service.
These activities include but are not limited to:
· Investigating the ability to be able to satisfy specific service orders as a part of a
feasibility check;
· Reserving or allocating specific resources in response to issued resource orders;
· Confirming availability of, or initiating an order for, equipment or software with a
Supplier/Partner; and
· Installing and commissioning specific resources following delivery.
Where the Allocate & Install Resource processes are requested by a resource order
issued as part of a pre-order feasibility check, these processes determine whether there
are adequate specific resources available to fulfill the request. Where there are not
sufficient specific resources available, these processes may initiate enquiries using the
relevant S/PRM and/or Resource Support & Readiness processes to determine lead
times for specific resource availability. Depending on business rules, and on any specific
levels of commitment contained in the initiating service order, these processes may
reserve specific resources linked to the initiating service order for a period of time, and
releasing them when the time period has expired. These processes are responsible for
creating a response to the initiating processes with respect to the feasibility assessment.
Where the Allocate & Install Resource processes are requested by a resource order
issued in response to a confirmed service order, these processes are responsible for
allocating the specific resources required to satisfy the initiating service order. Any
previously reserved specific resources are marked as allocated.

These process are responsible for initiating, using the S/PRM processes, resource
requisition orders for any specific resources in shortfall. Sufficient information is supplied
with the resource requisition orders to ensure that the appropriate specific resources are
delivered to the appropriate location for installation and configuration. This may include,
for example, a central office, a transmission room, or the customer premise.
Following delivery, these processes are responsible for installing and commissioning
specific resources, and updating the resource inventory as part of these processes.
Where installation of the specific resources requires an upfront major resource
infrastructure, the installation of both the resource infrastructure and specific resources
may be undertaken under the control of the Support Resource Provisioning processes.
The Allocate & Install Resource processes will closely interact with the Manage Resource
Inventory processes to determine availability of physical and logical specific resources to
select from, thereby applying specific selection criteria.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Determine Resource Availability

Process Identifier: 1.1.3.2.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process investigates the ability to be able to satisfy specific service orders as a part
of a feasibility check. Where the Allocate & Install Resource processes are requested by
a pre-feasibility resource order, or by the Design Resources processes, these processes
determine whether the requested resources are available.

Extended Description
Not used for this process element

Explanatory
This process investigates the ability to be able to satisfy specific service orders as a part
of a feasibility check.

Mandatory
Where the Allocate & Install Resource processes are requested by a pre-feasibility
resource order, or by the Design Resources processes, these processes determine
whether the requested resources are available.

Optional
Not used for this process element

Interactions
Not used for this process element

Reserve Resource

Process Identifier: 1.1.3.2.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
This process reserves specific resources in response to issued resource
orders.Depending on business rules, and on any specific levels of commitment contained
in the initiating resource order or resource design request, these processes may reserve
specific resources linked to the initiating resource order or resource design request for a
period of time

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process reserves specific resources in response to issued resource orders

Optional
Depending on business rules, and on any specific levels of commitment contained in the
initiating resource order or resource design request, these processes may reserve
specific resources linked to the initiating resource order or resource design request for a
period of time

Interactions
Not used for this process element

Release Resource

Process Identifier: 1.1.3.2.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Release the reservation when the time period has expired.

Extended Description
Not used for this process element

Explanatory

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Not used for this process element

Mandatory
Release the reservation when the time period has expired.

Optional
Not used for this process element

Interactions
Not used for this process element

Allocate Resource

Process Identifier: 1.1.3.2.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process allocates specific resources in response to issued resource orders.Where
the Allocate & Install Resource processes are requested by a resource order issued in
response to a confirmed customer order, this process is responsible for allocating the
specific resources required to satisfy the initiating resource order. Any previously
reserved specific resources are marked as allocated.

Extended Description
Not used for this process element

Explanatory
This process allocates specific resources in response to issued resource orders.

Mandatory
Where the Allocate & Install Resource processes are requested by a resource order
issued in response to a confirmed customer order, this process is responsible for
allocating the specific resources required to satisfy the initiating resource order. Any
previously reserved specific resources are marked as allocated.

Optional
Not used for this process element

Interactions

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Not used for this process element

Install and Commission Resource

Process Identifier: 1.1.3.2.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for installing and commissioning specific resources, and
updating the resource inventory as part of these processes

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
responsible for installing and commissioning specific resources, and updating the
resource inventory as part of these processes

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.3.2.2 Configure & Activate Resource

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Figure 115. Configure & Activate Resource decomposition into level 4 processes

Configure & Activate Resource

Process Identifier: 1.1.3.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Configure and activate the specific resources allocated against an issued resource order

Extended Description
The objective of the Configure & Activate Resource Processes is to configure and
activate the specific resources allocated against an issued resource order.These
processes are responsible for, but not limited to:

· Assessing and planning the approach to be undertaken for configuration and

activation;
· Re-use standard configuration and activation processes applicable to specific
resources;
· Providing notifications as required if the activation activity requires a planned
outage or is likely to initiate false specific resource alarm event notifications; and
· Updating the information contained in the resource inventory as to the
configuration of specific resources and their status.

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At the successful conclusion of these activities, the status of the specific resources will
be changed from allocated to activated, which means they are in use.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Configure Resource

Process Identifier: 1.1.3.2.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process assesses and plans the approach to be undertaken for configuration. It re-
uses standard configuration and processes applicable to specific resources. It configures
and reconfigures specific resources, including customer premises equipment if part of the
resource provider offering. It provides notifications as required if the configuration
activity requires a planned outage or is likely to initiate false specific resource alarm event
notifications. It update the information contained in the resource inventory as to the
configuration of specific resources and their status.

Extended Description
Not used for this process element

Explanatory
This process re-uses standard implementation processes applicable to specific
resources.

Mandatory
This process assesses and plans the approach to be undertaken for configuration. It
configures and reconfigures specific resources, including customer premises equipment if
part of the resource provider offering. It provides notifications as required if the
configuration activity requires a planned outage or is likely to initiate false specific

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resource alarm event notifications. It update the information contained in the resource
inventory as to the configuration of specific resources and their status.

Optional
Not used for this process element

Interactions
It provides notifications as required

Implement Resource

Process Identifier: 1.1.3.2.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process re-uses standard implementation processes applicable to specific
resources. It implements specific resources, including customer premises equipment if
part of the resource provider offering. It provides notifications as required if the
implementation activity requires a planned outage or is likely to initiate false specific
resource alarm event notifications.

Extended Description
Not used for this process element

Explanatory
This process re-uses standard implementation processes applicable to specific
resources.

Mandatory
It implements specific resources, including customer premises equipment if part of the
resource provider offering. It provides notifications as required if the implementation
activity requires a planned outage or is likely to initiate false specific resource alarm event
notifications.

Optional
Not used for this process element

Interactions
It provides notifications as required

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Activate Resource

Process Identifier: 1.1.3.2.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process assesses and plans the approach to be undertaken for activation. It re-uses
standard activation processes applicable to specific resources. It provides notifications
as required if the activation activity requires a planned outage or is likely to initiate false
specific resource alarm event notifications. At the successful conclusion of this activity,
the status of the specific resources will be changed from allocated to activated, which
means they are in-use.

Extended Description
Not used for this process element

Explanatory
This process re-uses standard implementation processes applicable to specific
resources.

Mandatory
This process assesses and plans the approach to be undertaken for activation. It
provides notifications as required if the activation activity requires a planned outage or is
likely to initiate false specific resource alarm event notifications. At the successful
conclusion of this activity, the status of the specific resources will be changed from
allocated to activated, which means they are in-use.

Optional
Not used for this process element

Interactions
It provides notifications as required

1.1.3.2.3 Test Resource

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Figure 116. Test Resource decomposition into level 4 processes

Test Resource

Process Identifier: 1.1.3.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Test specific resources to ensure they are operating within normal parameters

Extended Description
The responsibility of the Test Resource processes is to test specific resources to ensure
they are operating within normal parameters. The objective is to verify whether the
resources are working correctly and meet the appropriate performance levels.
These processes test specific resources against supplier/partner defined test plans, or
against test plans developed by the service provider. Where appropriate test plans are
not available these processes are responsible for developing appropriate test plans.
These processes are also responsible for capturing and storing the test results for
historical and downstream testing comparison purposes.
If these tests succeed, the specific resources will be marked as in-service which means
the specific resources are available for use.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Test Specific Resources

Process Identifier: 1.1.3.2.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process tests specific resources against supplier/partner defined test plans, or
against test plans developed by the service provider.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process tests specific resources against supplier/partner defined test plans, or
against test plans developed by the service provider.

Optional
Not used for this process element

Interactions
Not used for this process element

Develop Test Plans

Process Identifier: 1.1.3.2.3.2

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where appropriate test plans are not available this process is responsible for developing
appropriate test plans.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Where appropriate test plans are not available this process is responsible for developing
appropriate test plans.

Optional
Not used for this process element

Interactions
Not used for this process element

Capture Test Results

Process Identifier: 1.1.3.2.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Capture and store the test results for historical and downstream testing comparison
purposes.
If the tests succeed, the specific services will be marked as in-service which means the
specific services are available for use by customers.

Extended Description
Not used for this process element

Explanatory

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If the tests succeed, the specific services will be marked as in-service which means the
specific services are available for use by customers.

Mandatory
Capture and store the test results for historical and downstream testing comparison
purposes.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.3.2.5 Track & Manage Resource

Provisioning

Figure 117. Track & Manage Resource Provisioning decomposition into level 4 processes

Coordinate Resource Provisioning Activity

Process Identifier: 1.1.3.2.5.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
This process schedules, assigns and coordinates resource provisioning related activities.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process schedules, assigns and coordinates resource provisioning related activities.

Optional
Not used for this process element

Interactions
Not used for this process element

Track & Manage Resource Provisioning

Process Identifier: 1.1.3.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure resource provisioning activities are assigned, managed and tracked efficiently

Extended Description
The objective of the Track & Manage Resource Provisioning process is to ensure
resource provisioning activities are assigned, managed and tracked efficiently.
Responsibilities of these processes include, but are not limited to:
· Scheduling, assigning and coordinating resource provisioning related activities;
· Escalating status of resource orders in accordance with local policy;
· Undertaking necessary tracking of the execution process;
· Adding additional information to an existing resource order;·
· Modifying information in an existing resource order;
· Modifying the resource order status;·
· Canceling a resource order when the initiating service order is cancelled;

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· Monitoring the jeopardy status of resource orders, and escalating resource

orders as necessary; and
· Indicating completion of a resource order by modifying the resource order status.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Resource Provisioning processes are responsible for engaging
external suppliers in provisioning activities when these have been outsourced or
contracted to external parties.
The Track & Manage Resource Provisioning processes will also inform the Close
Resource Order processes by modifying the resource order status to complete when the
resource order has been fulfilled.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track Resource Provisioning Activity

Process Identifier: 1.1.3.2.5.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process tracks the order execution process.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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This process tracks the order execution process.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Resource Provisioning Activity

Process Identifier: 1.1.3.2.5.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process escalates resource orders in accordance with local policy, adds information
to an existing resource order, modifies information in an existing resource order, cancels
a resource order when the initiating service order is cancelled, and also modifies the
resource order status, including setting it to complete when the resource order has been
fulfilled.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process escalates resource orders in accordance with local policy, adds information
to an existing resource order, modifies information in an existing resource order, cancels
a resource order when the initiating service order is cancelled, and also modifies the
resource order status, including setting it to complete when the resource order has been
fulfilled.

Optional
Not used for this process element

Interactions
Not used for this process element

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Update Resource Repository

Process Identifier: 1.1.3.2.5.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Update resource state and status

Extended Description
Not used for this process element

Explanatory
Query/Update resources and their state and status at each level in Resource
Provisioning.
The state of resource may be one of following:
- Open (it is available for allocation)
- Reserved (it is reserved for provisioning)
- Pending (resource allocated for provisioning but not yet activated)
- Activated (resource provisioned, activated and associated with a service)
- Suspended (resource provisioned for a service, however suspended for reasons)

Lifecycle of the state is as follows:

Open -> Reserved -> Pending -> Activated (then back to Open)-> Suspended (then back
to Open)

The status of resource may be one of following:

- Pending (functional but not ready for use)
- Active (functional)
- Deprecated (marked ‘bad’ resource before purging)

Mandatory
Update resource state and status

Optional
Not used for this process element

Interactions

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A common process that Assess Resource Request, Determine Resource Availability,

Reserve Resource, Allocate Resource, Install and Commission Resource, Release
Resource and Activate Resource use to Query and Update resources and their states
and status

1.1.3.2.6 Report Resource Provisioning

Figure 118. Report Resource Provisioning decomposition into level 4 processes

Report Resource Provisioning

Process Identifier: 1.1.3.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of resource orders, provide notifications of any changes and provide
management reports.

Extended Description
The objective of the Report Resource Provisioning processes is to monitor the status of
resource orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of resource
orders and managing notifications to processes and other parties registered to receive
notifications of any status changes. Notification lists are managed and maintained by the
Enable Resource Provisioning processes.

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These processes record, analyze and assess the resource order status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Resource Provisioning process. These specialized
summaries could be specific reports required by specific audiences.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Resource Order Status

Process Identifier: 1.1.3.2.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for continuously monitoring the status of resource orders.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process is responsible for continuously monitoring the status of resource orders.

Optional
Not used for this process element

Interactions

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Not used for this process element

Distribute Resource Order Notification

Process Identifier: 1.1.3.2.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for managing notifications to processes and other parties
registered to receive notifications of any status changes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process is responsible for managing notifications to processes and other parties
registered to receive notifications of any status changes.

Optional
Not used for this process element

Interactions
Not used for this process element

Distribute Resource Provisioning Reports

Process Identifier: 1.1.3.2.6.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process records, analyzes and assesses the resource order status changes to
provide management reports and any specialized summaries of the efficiency and

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effectiveness of the overall Resource Provisioning process, including specific reports

required by specific audiences.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process records, analyzes and assesses the resource order status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Resource Provisioning process, including specific reports
required by specific audiences.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.3.2.8 Issue Resource Orders

Figure 119. Issue Resource Orders decomposition into level 4 processes

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Issue Resource Orders

Process Identifier: 1.1.3.2.8

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue correct and complete resource orders

Extended Description
The purpose of the Issue Resource Orders processes is to issue correct and complete
resource orders.
The resource orders may be required to satisfy pertinent service order information
received, may arise as a result of requests for resource provisioning to satisfy resource
trouble recovery activities, may arise to alleviate resource performance issues, or may
arise as a result of information received from suppliers/partners in relations to specific
resources.
These processes assess the information contained in the service order, through a
resource order request, initiating resource process request or supplier/partner initiated
request, to determine the associated resource orders that need to be issued.
The issued resource order may require a feasibility assessment to be undertaken, may
require new provisioning activities for specific resources, may require a change to a
previously issued resource order or may require the deletion/recovery of previously
delivered specific resources.
Where the initiating request or service order has a standard set of associated resource
orders, this process is responsible for issuing the resource orders, and for creating a
record of the relevant initiating request or service order information and the associated
resource orders.
Where the initiating request or service order has special or unusual requirements, and a
specific feasibility assessment has not been previously undertaken, this process marks
the issued resource order as requiring special handling, and passes management for
further processing to the Track & Manage Resource Provisioning process.
Where the initiating request or service order has special or unusual requirements, and a
specific feasibility assessment has been previously undertaken, this process issues the
previously determined resource orders.
The orchestration, if required, and tracking of the progress of a resource order is the
responsibility of the Track & Manage Resource Provisioning processes.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess Resource Request

Process Identifier: 1.1.3.2.8.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process assesses the information contained in the service order, through a resource
order request, initiating resource process request or supplier/partner initiated request, to
determine the associated resource orders that need to be issued.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process assesses the information contained in the service order, through a resource
order request, initiating resource process request or supplier/partner initiated request, to
determine the associated resource orders that need to be issued.

Optional
Not used for this process element

Interactions
Not used for this process element

Create Resource Orders

Process Identifier: 1.1.3.2.8.2

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where the initiating request or the purchased product offering has a standard set of
associated resource orders this process is responsible for issuing the resource orders,
and for creating a record of the relevant initiating request or customer order information
and the associated resource orders.
Where the initiating request or the purchased product offering has special or unusual
requirements, and a specific feasibility assessment and/or resource design has been
previously created, this process is responsible for issuing the resource orders, and for
creating a record of the relevant initiating request or customer order information and the
associated resource orders.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Where the initiating request or the purchased product offering has a standard set of
associated resource orders this process is responsible for issuing the resource orders,
and for creating a record of the relevant initiating request or customer order information
and the associated resource orders.
Where the initiating request or the purchased product offering has special or unusual
requirements, and a specific feasibility assessment and/or resource design has been
previously created, this process is responsible for issuing the resource orders, and for
creating a record of the relevant initiating request or customer order information and the
associated resource orders.

Optional
Not used for this process element

Interactions
Not used for this process element

Mark Resource Order for Special Handling

Process Identifier: 1.1.3.2.8.3

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where the purchased product offering has special or unusual requirements, and a
specific feasibility assessment and/or specific resource design has not been previously
created, this process marks the issued resource order as requiring special handling, and
passes management for further processing to the Track & Manage Resource Provisioning
process.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Where the purchased product offering has special or unusual requirements, and a
specific feasibility assessment and/or specific resource design has not been previously
created, this process marks the issued resource order as requiring special handling, and
passes management for further processing to the Track & Manage Resource Provisioning
process.

Optional
Not used for this process element

Interactions
passes management for further processing to the Track & Manage Resource Provisioning
process.

1.1.3.2.9 Recover Resource

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Figure 120. Recover Resource decomposition into level 4 processes

Recover Resource

Process Identifier: 1.1.3.2.9

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Recover specific resources that are no longer required.

Extended Description
The responsibility of the Recover Resource processes is to recover specific resources
that are no longer required.
These processes follow recovery plans specified by the supplier/partner, or follow
recovery plans developed by the service provider. Where appropriate recovery plans are
not available these processes are responsible for developing appropriate recovery plans.
Where recovery of resources is likely to impact other in-use specific resources or specific
services, this process is responsible for providing appropriate notification of the recovery
proposal and ensuring authorization is received to proceed with the recovery plan. When
the recovery activity is about to commence, these processes are responsible for notifying
when recovery work is commencing and when it is completed.

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When recovered, the specific resources will be marked as unallocated.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Resource Recovery Plan

Process Identifier: 1.1.3.2.9.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where appropriate recovery plans are not available this process is responsible for
developing appropriate recovery plans.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Where appropriate recovery plans are not available this process is responsible for
developing appropriate recovery plans.

Optional
Not used for this process element

Interactions
Not used for this process element

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Provide Resource Recovery Proposal Notification

Process Identifier: 1.1.3.2.9.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Where recovery of services is likely to impact other in-use specific services, this process
is responsible for providing appropriate notification of the recovery proposal.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Where recovery of services is likely to impact other in-use specific services, this process
is responsible for providing appropriate notification of the recovery proposal.

Optional
Not used for this process element

Interactions
Not used for this process element

Request Resource Recovery Authorization

Process Identifier: 1.1.3.2.9.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure authorization is received to proceed with the recovery plan.

Extended Description

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Not used for this process element

Explanatory
Not used for this process element

Mandatory
Ensure authorization is received to proceed with the recovery plan.

Optional
Not used for this process element

Interactions
Not used for this process element

Commence Resource Recovery

Process Identifier: 1.1.3.2.9.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
When the recovery activity is about to commence, this processes is responsible for
notifying when recovery work is commencing.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
When the recovery activity is about to commence, this processes is responsible for
notifying when recovery work is commencing.

Optional
Not used for this process element

Interactions
Not used for this process element

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Complete Resource Recovery

Process Identifier: 1.1.3.2.9.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for notifying when it is completed.
When recovered, the specific resources and/or associated resource specific parameters
will be marked as unallocated.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process is responsible for notifying when it is completed.
When recovered, the specific resources and/or associated resource specific parameters
will be marked as unallocated.

Optional
Not used for this process element

Interactions
Not used for this process element

Recover Specific Resource

Process Identifier: 1.1.3.2.9.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process recovers a specific resource that is no longer required.

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Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process recovers a specific resource that is no longer required.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.3.3 Resource Trouble Management

Figure 121. Resource Trouble Management decomposition into level 3 processes

Resource Trouble Management

Process Identifier: 1.1.3.3

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Responsible for the management of troubles with specific resources.

Extended Description
Resource Trouble Management processes are responsible for the management of
troubles, including security events, associated with specific resources. The objectives of
these processes are to efficiently and effectively manage reported resource trouble,
isolate the root cause and act to resolve the resource trouble.

Responsibilities of the Resource Trouble Management processes include, but are not
limited to:

· Detecting, analyzing, managing and reporting on resource alarm event notifications;

· Initiating and managing resource trouble reports;
· Performing resource trouble localization analysis;
· Correcting and resolving resource trouble;
· Reporting progress on resource trouble reports to other processes;
· Assigning & tracking resource trouble testing and repair activities; and
· Managing resource trouble jeopardy conditions.

On one hand, resource troubles may relate to Problems in the Service domain and
therefore also potentially in the customer domain. On the other hand, they may relate to
specific resource failures or performance degradations, which are caused by resource
faults.
As such, the Resource Trouble Management processes work with specific resource alarm
event notifications received from Resource Data Collection & Distribution, specific
resource performance notifications from Resource Performance Management, and
potential specific resource trouble notifications from Service Problem Management
processes.

Resource Trouble Management processes perform analysis, decide on the appropriate

actions/responses and carry them out with the intent of restoring normal operation on
specific resources.
However these activities need to interact with the Service Problem Management
processes, as the latter have a view on service impact. Resource Trouble Management
processes are responsible for informing Service Problem Management of any potential
service problems. Where the original report arose as a result of service problems, the
Resource Trouble Management processes may be co-ordinated by Service Problem

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Management processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Survey & Analyze Resource Trouble

Process Identifier: 1.1.3.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor resource alarm event notifications and manage resource alarm event records in
real-time. Resource alarm event notifications include those alarms related to security
events.

Extended Description
The objective of the Survey & Analyze Resource Trouble processes is to monitor
resource alarm event notifications and manage resource alarm event records in real-time.

Responsibilities of the Survey & Analyze Resource Trouble processes include, but are
not limited to:
· Detecting and collecting resource alarm event notifications;
· Initiating and managing resource alarm event records;
· Performing resource alarm event notification localization analysis;
· Correlating and filtering resource alarm event records;
· Reporting resource alarm event record status changes to other processes; and
· Managing resource alarm event record jeopardy conditions.

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Resource alarm event notification analysis encompasses the identification of the resource
alarm event in terms of reporting entity and nature of the resource alarm event. It will then
analyze the resource alarm events based on a number of criteria and then suppress
redundant, transient or implied resource alarm events by means of filtering and
correlation. It includes the notification of new resource alarm event records, or status
changes of previously reported resource alarm event records, as well as abatement
messages when resource alarm event records have been cleared.

The analysis will correlate resource alarm event notifications to planned outage
notifications to remove false resource alarm event notifications arising as a result of the
planned outage activity.

These processes may determine that a resource alarm event notification may represent a
service impacting condition. In these circumstances this process is responsible for
indicating a potential service problem to the Service Problem Management processes. As
a part of this indication this process is responsible for identifying the impacted service
instances associated with the resource instances presenting alarm event notifications and
passing this information to the Service Problem Management processes.

Resource alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied resource alarm event notifications with a specific “root
cause” resource alarm event notification and associated resource alarm event record.

The Survey & Analyze Resource Trouble processes might trigger a well-defined action
based on specific resource alarm event notification information as well as the non-arrival
of resource alarm event notification information after a specific time interval has elapsed.

These processes are also responsible for monitoring and triggering the appropriate action
when a resource alarm event record is not cleared within a pre-defined period of time.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Localize Resource Trouble

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Process Identifier: 1.1.3.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Perform analysis to identify the root cause of the specific resource trouble including those
resource troubles related to security events.

Extended Description
The objective of the Localize Resource Trouble processes is to identify the root cause of
the specific resource trouble. These processes are invoked by the Track & Manage
Resource Trouble processes.

The responsibilities of these processes include, but are not limited to:
· Verifying whether the resource configuration matches the appropriate service
features;
· Performing diagnostics against the specific resources;·
· Running tests against the specific resources;
· Starting and stopping audits against specific resources; and
· Scheduling routine testing of the specific resources.

The Localize Resource Trouble processes will make the results of the root cause analysis
available to other processes. The Localize Resource Trouble processes will update the
open resource trouble report, as required during the assessment, and when the root
cause has been identified.
When the process is complete the Localize Resource Trouble processes will notify the
Track & Manage Resource Trouble processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Correct & Resolve Resource Trouble

Process Identifier: 1.1.3.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Restore or replace resources that have failed as efficiently as possible

Extended Description
The objective of the Correct & Resolve Resource Trouble processes is to restore or
replace resources that have failed as efficiently as possible.
Based on the nature of the resource failure leading to the associated resource alarm
event notification, automatic restoration procedures might be triggered. Manual
restoration activity is assigned to the Correct & Resolve Resource Trouble processes
from the Track & Manage Resource Trouble processes.
Depending on the nature of the specific resource failure, these processes may possibly
repair or replace the failed unit or specific resource. These processes are also
responsible for isolating a unit with a fault and managing the redundant resource units
(e.g. hot standby).
For large resource failures requiring extensive repair and/or replacement activity to
restore normal operation, these processes will attempt to implement work-arounds to
recover the specific resource operation. In these circumstances, recover of normal
operation may require invocation of the Support Resource Trouble Management
processes.
They will also report successful restoration of normal operation, restoration through
temporary work-arounds or an unsuccessful attempt at restoration to Track & Manage
Resource Trouble through updates to the associated resource trouble report.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Track & Manage Resource Trouble

Process Identifier: 1.1.3.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure testing, repair and restoration activities are assigned, coordinated and tracked
efficiently, and that escalation is invoked as required for any open resource trouble
reports in jeopardy

Extended Description
The objective of the Track & Manage Resource Trouble is to ensure testing, repair and
restoration activities are assigned, coordinated and tracked efficiently, and that escalation
is invoked as required for any open resource trouble reports in jeopardy. Responsibilities
of these processes include, but are not limited to:
· Initiating first-in testing using automated remote testing capabilities;
· Adding additional information to an open resource trouble report based on the
first-in testing;
· Scheduling, assigning and coordinating repair and restoration activities;
· Initiate any final testing to confirm clearance of the service problem;
· Undertake necessary tracking of the execution progress;
· Modifying information in an existing resource trouble report based on
assignments;
· Modifying the resource trouble report status;
· Canceling a resource trouble report when the specific trouble was related to a
false alarm event; and
· Monitoring the jeopardy status of open resource trouble reports, and escalating
resource trouble reports as necessary.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Resource Trouble processes are responsible for engaging external
suppliers in correction and recovery activities when higher level expertise and/or higher
level support is required to resolve the resource trouble. This engagement can be linked
to the priority of the resource trouble report, and could occur automatically for highest
priority resource trouble reports.
The Track & Manage Resource Trouble processes will also inform the Close Resource
Trouble processes by modifying the resource trouble report status to cleared when the
resource trouble has been resolved.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Resource Trouble

Process Identifier: 1.1.3.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of resource trouble reports provide notifications of any changes and
provide management reports. This includes resource trouble caused by security events.

Extended Description
The objective of the Report Resource Trouble processes is to monitor the status of
resource trouble reports, provide notifications of any changes and provide management
reports.
These processes are responsible for continuously monitoring the status of resource
trouble reports and managing notifications to processes and other parties registered to
receive notifications of any status changes, for example, Resource Performance
Management and Service Quality Management. Notification lists are managed and
maintained by the Support Resource Trouble Management processes.
These processes record, analyze and assess the resource trouble report status changes
to provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall Resource Trouble Management process. These specialized
summaries could be specific reports required by specific audiences.
These processes will make the necessary reports about the resource trouble that
occurred, the root cause and the activities carried out for restoration.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close Resource Trouble Report

Process Identifier: 1.1.3.3.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a resource trouble report when the resource problem has been resolved

Extended Description
The objective of the Close Service Trouble Report processes is to close a service trouble
report when the service problem has been resolved.
These processes monitor the status of all open service trouble reports, and recognize
that a service trouble report is ready to be closed when the status is changed to cleared.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create Resource Trouble Report

Process Identifier: 1.1.3.3.7

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new resource trouble report

Extended Description
The objective of the Create Resource Trouble Report process is to create a new resource
trouble report.
A new resource trouble report may be created as a result of resource alarm event
notification analysis, and subsequent creation of new resource alarm event records,
undertaken by the Survey & Analyze Resource Trouble processes, or at the request of
analysis undertaken by other processes in the RM&O, SM&O (in particular a Service
Trouble Report can generate one or more Resource Trouble Reports) or S/PRM layers
which detect that some form of failure has occurred for which resource restoration activity
is required to restore normal operation.
If the resource trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Resource Trouble processes, the Create
Resource Trouble Report processes are responsible for converting the received
information into a form suitable for the Resource Trouble Management processes, and for
requesting additional information if required.
These processes will make estimates of the time to restore resource which will be
included in the new resource trouble report so that other processes can gain access to
this information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.3.1 Survey & Analyze Resource

Trouble

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Figure 122. Survey & Analyze Resource Trouble decomposition into level 4 processes

Survey & Analyze Resource Trouble

Process Identifier: 1.1.3.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor resource alarm event notifications and manage resource alarm event records in
real-time. Resource alarm event notifications include those alarms related to security
events.

Extended Description
The objective of the Survey & Analyze Resource Trouble processes is to monitor
resource alarm event notifications and manage resource alarm event records in real-time.

Responsibilities of the Survey & Analyze Resource Trouble processes include, but are
not limited to:
· Detecting and collecting resource alarm event notifications;
· Initiating and managing resource alarm event records;
· Performing resource alarm event notification localization analysis;
· Correlating and filtering resource alarm event records;
· Reporting resource alarm event record status changes to other processes; and
· Managing resource alarm event record jeopardy conditions.

Resource alarm event notification analysis encompasses the identification of the resource
alarm event in terms of reporting entity and nature of the resource alarm event. It will then

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analyze the resource alarm events based on a number of criteria and then suppress
redundant, transient or implied resource alarm events by means of filtering and
correlation. It includes the notification of new resource alarm event records, or status
changes of previously reported resource alarm event records, as well as abatement
messages when resource alarm event records have been cleared.

The analysis will correlate resource alarm event notifications to planned outage
notifications to remove false resource alarm event notifications arising as a result of the
planned outage activity.

These processes may determine that a resource alarm event notification may represent a
service impacting condition. In these circumstances this process is responsible for
indicating a potential service problem to the Service Problem Management processes. As
a part of this indication this process is responsible for identifying the impacted service
instances associated with the resource instances presenting alarm event notifications and
passing this information to the Service Problem Management processes.

Resource alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied resource alarm event notifications with a specific “root
cause” resource alarm event notification and associated resource alarm event record.

The Survey & Analyze Resource Trouble processes might trigger a well-defined action
based on specific resource alarm event notification information as well as the non-arrival
of resource alarm event notification information after a specific time interval has elapsed.

These processes are also responsible for monitoring and triggering the appropriate action
when a resource alarm event record is not cleared within a pre-defined period of time.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Alarm Event Notifications

Process Identifier: 1.1.3.3.1.1

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process may determine that a resource alarm event notification may represent a
service impacting condition. In these circumstances this process is responsible for
indicating a potential service problem to the Service Problem Management processes. As
a part of this indication this process is responsible for identifying the impacted service
instances associated with the resource instances presenting alarm event notifications and
passing this information to the Service Problem Management processes.

Extended Description
Not used for this process element

Explanatory
This process may determine that a resource alarm event notification may represent a
service impacting condition.

Mandatory
This process is responsible for indicating a potential service problem to the Service
Problem Management processes. As a part of this indication this process is responsible
for identifying the impacted service instances associated with the resource instances
presenting alarm event notifications and passing this information to the Service Problem
Management processes.

Optional
Not used for this process element

Interactions
Not used for this process element

Filter Resource Alarm Event Notifications

Process Identifier: 1.1.3.3.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process encompasses the identification of the resource alarm event in terms of
reporting entity and nature of the resource alarm event. It then analyzes the resource

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alarm events based on a number of criteria and then suppresses redundant, transient or
implied resource alarm events by means of filtering and correlation

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process encompasses the identification of the resource alarm event in terms of
reporting entity and nature of the resource alarm event. It then analyzes the resource
alarm events based on a number of criteria and then suppresses redundant, transient or
implied resource alarm events by means of filtering and correlation

Optional
Not used for this process element

Interactions
Not used for this process element

Correlate Resource Alarm Event Notifications

Process Identifier: 1.1.3.3.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Resource alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied resource alarm event notifications with a specific “root
cause” resource alarm event notification and associated resource alarm event record.
This process correlates resource alarm event notifications to planned outage notifications
to remove false resource alarm event notifications arising as a result of the planned
outage activity.

Extended Description
Not used for this process element

Explanatory
Resource alarm event record correlation and filtering encompasses the correlation of
redundant, transient or implied resource alarm event notifications with a specific “root

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cause” resource alarm event notification and associated resource alarm event record.

Mandatory
This process correlates resource alarm event notifications to planned outage notifications
to remove false resource alarm event notifications arising as a result of the planned
outage activity.

Optional
Not used for this process element

Interactions
Not used for this process element

Abate Alarm Event Records

Process Identifier: 1.1.3.3.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process includes the notification of new resource alarm event records, or status
changes of previously reported resource alarm event records, as well as abatement
messages when resource alarm event records have been cleared.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process includes the notification of new resource alarm event records, or status
changes of previously reported resource alarm event records, as well as abatement
messages when resource alarm event records have been cleared.

Optional
Not used for this process element

Interactions
Not used for this process element

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Trigger Defined Action

Process Identifier: 1.1.3.3.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process triggers a well-defined action based on specific resource alarm event
notification information as well as the non-arrival of resource alarm event notification
information after a specific time interval has elapsed. This process is also responsible for
monitoring and triggering the appropriate action when a resource alarm event record is
not cleared within a pre-defined period of time.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process triggers a well-defined action based on specific resource alarm event
notification information as well as the non-arrival of resource alarm event notification
information after a specific time interval has elapsed. This process is also responsible for
monitoring and triggering the appropriate action when a resource alarm event record is
not cleared within a pre-defined period of time.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.3.3.2 Localize Resource Trouble

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Figure 123. Localize Resource Trouble decomposition into level 4 processes

Localize Resource Trouble

Process Identifier: 1.1.3.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Perform analysis to identify the root cause of the specific resource trouble including those
resource troubles related to security events.

Extended Description
The objective of the Localize Resource Trouble processes is to identify the root cause of
the specific resource trouble. These processes are invoked by the Track & Manage
Resource Trouble processes.

The responsibilities of these processes include, but are not limited to:
· Verifying whether the resource configuration matches the appropriate service
features;
· Performing diagnostics against the specific resources;·
· Running tests against the specific resources;

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· Starting and stopping audits against specific resources; and

· Scheduling routine testing of the specific resources.

The Localize Resource Trouble processes will make the results of the root cause analysis
available to other processes. The Localize Resource Trouble processes will update the
open resource trouble report, as required during the assessment, and when the root
cause has been identified.
When the process is complete the Localize Resource Trouble processes will notify the
Track & Manage Resource Trouble processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Verify Resource Configuration

Process Identifier: 1.1.3.3.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process verifies whether the resource configuration matches the appropriate service
features.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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This process verifies whether the resource configuration matches the appropriate service
features.

Optional
Not used for this process element

Interactions
Not used for this process element

Perform Specific Resource Trouble Diagnostics

Process Identifier: 1.1.3.3.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process performs diagnostics against the specific resources. This includes
application of signatures and other methods to capture anomalous events or malware.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process performs diagnostics against the specific resources.

Optional
Not used for this process element

Interactions
Not used for this process element

Perform Specific Resource Trouble Tests

Process Identifier: 1.1.3.3.2.3

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process runs tests against the specific resources. This can include penetration tests
to check for vulnerabilities.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process runs tests against the specific resources.

Optional
Not used for this process element

Interactions
Not used for this process element

Stop And Start Audit On Resources

Process Identifier: 1.1.3.3.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process starts and stops audits against specific resources.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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This process starts and stops audits against specific resources.

Optional
Not used for this process element

Interactions
Not used for this process element

Schedule Routine Resource Trouble Tests

Process Identifier: 1.1.3.3.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process schedules routine testing of the specific resources including virus scans and
malware testing.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process schedules routine testing of the specific resources.

Optional
Not used for this process element

Interactions
Not used for this process element

Notify T&M Root Cause Resource Trouble

Process Identifier: 1.1.3.3.2.6

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process makes the results of the root cause analysis available to other processes. It
updates the open resource trouble report, as required during the assessment, and when
the root cause has been identified. This process notifies the Track & Manage Resource
Trouble processes.

Extended Description
Not used for this process element

Explanatory
This process makes the results of the root cause analysis available to other processes.

Mandatory
This process updates the open resource trouble report, as required during the
assessment, and when the root cause has been identified.

Optional
Not used for this process element

Interactions
This process notifies the Track & Manage Resource Trouble processes.

1.1.3.3.3 Correct & Resolve Resource

Trouble

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Figure 124. Correct & Resolve Resource Trouble decomposition into level 4 processes

Correct & Resolve Resource Trouble

Process Identifier: 1.1.3.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Restore or replace resources that have failed as efficiently as possible

Extended Description
The objective of the Correct & Resolve Resource Trouble processes is to restore or
replace resources that have failed as efficiently as possible.
Based on the nature of the resource failure leading to the associated resource alarm
event notification, automatic restoration procedures might be triggered. Manual
restoration activity is assigned to the Correct & Resolve Resource Trouble processes
from the Track & Manage Resource Trouble processes.
Depending on the nature of the specific resource failure, these processes may possibly
repair or replace the failed unit or specific resource. These processes are also
responsible for isolating a unit with a fault and managing the redundant resource units
(e.g. hot standby).
For large resource failures requiring extensive repair and/or replacement activity to
restore normal operation, these processes will attempt to implement work-arounds to
recover the specific resource operation. In these circumstances, recover of normal
operation may require invocation of the Support Resource Trouble Management
processes.
They will also report successful restoration of normal operation, restoration through
temporary work-arounds or an unsuccessful attempt at restoration to Track & Manage
Resource Trouble through updates to the associated resource trouble report.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Repair / Replace Failed Resource

Process Identifier: 1.1.3.3.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Depending on the nature of the specific resource failure, this process may possibly repair,
reconfigure, or replace the failed unit or specific resource. It also reports successful
restoration of normal operation or an unsuccessful attempt at restoration to Track &
Manage Resource Trouble through updates to the associated resource trouble report.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Depending on the nature of the specific resource failure, this process may possibly repair
or replace the failed unit or specific resource. It also reports successful restoration of
normal operation or an unsuccessful attempt at restoration to Track & Manage Resource
Trouble through updates to the associated resource trouble report.

Optional
Not used for this process element

Interactions
Reports successful restoration to Track & Manage Resource Trouble through updates to
the associated resource trouble report.

Isolate Unit with Fault

Process Identifier: 1.1.3.3.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
This process is responsible for isolating a unit with a fault.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process is responsible for isolating a unit with a fault.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Standby Resource Units

Process Identifier: 1.1.3.3.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for managing the redundant resource units (e.g. hot standby).

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process is responsible for managing the redundant resource units (e.g. hot standby).

Optional

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Not used for this process element

Interactions
Not used for this process element

Implement Resource Trouble Work Arounds

Process Identifier: 1.1.3.3.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
For large service failures requiring extensive re-assignment and/or re-configuration
activity to restore normal operation, this process will attempt to implement workarounds to
recover the specific service operation. It also reports restoration through temporary
workarounds or an unsuccessful attempt at restoration to Track & Manage Service
Problem through updates to the associated Service Trouble report.

Extended Description
Not used for this process element

Explanatory
Applies for large service failures requiring extensive re-assignment and/or re-
configuration activity to restore normal operation,

Mandatory
This process will attempt to implement workarounds to recover the specific service
operation. It also reports restoration through temporary workarounds or an unsuccessful
attempt at restoration to Track & Manage Service Problem through updates to the
associated Service Trouble report.

Optional
Not used for this process element

Interactions
This process reports restoration to Track & Manage Service Problem through updates
to the associated Service Trouble report.

Invoke Support Resource Trouble Management Processes

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Process Identifier: 1.1.3.3.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process recovers normal operation by invocation of the Support Resource Trouble
Management processes. It also reports successful restoration of normal operation or an
unsuccessful attempt at restoration to Track & Manage Resource Trouble through
updates to the associated resource trouble report.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process recovers normal operation by invocation of the Support Resource Trouble
Management processes. It also reports successful restoration of normal operation or an
unsuccessful attempt at restoration to Track & Manage Resource Trouble through
updates to the associated resource trouble report.

Optional
Not used for this process element

Interactions
This process reports successful restoration to Track & Manage Resource Trouble
through updates to the associated resource trouble report.

1.1.3.3.4 Track & Manage Resource

Trouble

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Figure 125. Track & Manage Resource Trouble decomposition into level 4 processes

Track & Manage Resource Trouble

Process Identifier: 1.1.3.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure testing, repair and restoration activities are assigned, coordinated and tracked
efficiently, and that escalation is invoked as required for any open resource trouble
reports in jeopardy

Extended Description
The objective of the Track & Manage Resource Trouble is to ensure testing, repair and
restoration activities are assigned, coordinated and tracked efficiently, and that escalation
is invoked as required for any open resource trouble reports in jeopardy. Responsibilities
of these processes include, but are not limited to:
· Initiating first-in testing using automated remote testing capabilities;
· Adding additional information to an open resource trouble report based on the
first-in testing;
· Scheduling, assigning and coordinating repair and restoration activities;
· Initiate any final testing to confirm clearance of the service problem;

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· Undertake necessary tracking of the execution progress;

· Modifying information in an existing resource trouble report based on
assignments;
· Modifying the resource trouble report status;
· Canceling a resource trouble report when the specific trouble was related to a
false alarm event; and
· Monitoring the jeopardy status of open resource trouble reports, and escalating
resource trouble reports as necessary.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Resource Trouble processes are responsible for engaging external
suppliers in correction and recovery activities when higher level expertise and/or higher
level support is required to resolve the resource trouble. This engagement can be linked
to the priority of the resource trouble report, and could occur automatically for highest
priority resource trouble reports.
The Track & Manage Resource Trouble processes will also inform the Close Resource
Trouble processes by modifying the resource trouble report status to cleared when the
resource trouble has been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Coordinate Resource Trouble

Process Identifier: 1.1.3.3.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process coordinates all the actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate sequence. It schedules, assigns
and coordinates repair and restoration activities, undertakes necessary tracking of the

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execution progress, modifies information in an existing resource trouble report based on

assignments, and modifies the resource trouble report status;

Extended Description
Not used for this process element

Explanatory
This process coordinates all the actions necessary in order to guarantee that all tasks are
finished at the appropriate time and in the appropriate sequence.

Mandatory
This process schedules, assigns and coordinates repair and restoration activities,
undertakes necessary tracking of the execution progress, modifies information in an
existing resource trouble report based on assignments, and modifies the resource trouble
report status;

Optional
Not used for this process element

Interactions
Not used for this process element

Perform First in Testing

Process Identifier: 1.1.3.3.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process initiates first-in testing using automated remote testing capabilities, and
adds additional information to an open resource trouble report based on the first-in
testing.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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This process initiates first-in testing using automated remote testing capabilities, and
adds additional information to an open resource trouble report based on the first-in
testing.

Optional
Not used for this process element

Interactions
Not used for this process element

Cancel Resource Trouble

Process Identifier: 1.1.3.3.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process cancels a resource trouble report when the specific trouble was related to a
false alarm event.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process cancels a resource trouble report when the specific trouble was related to a
false alarm event.

Optional
Not used for this process element

Interactions
Not used for this process element

Escalate/End Resource Trouble

Process Identifier: 1.1.3.3.4.4

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process monitors the jeopardy status of open resource trouble reports, and
escalating resource trouble reports as necessary.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process monitors the jeopardy status of open resource trouble reports, and
escalating resource trouble reports as necessary.

Optional
Not used for this process element

Interactions
Not used for this process element

Perform Final Test

Process Identifier: 1.1.3.3.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process initiates any final testing to confirm clearance of the service problem.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

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Mandatory
This process initiates any final testing to confirm clearance of the service problem.

Optional
Not used for this process element

Interactions
Not used for this process element

Engaging External Suppliers

Process Identifier: 1.1.3.3.4.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for engaging external suppliers in correction and recovery
activities when higher level expertise and/or higher level support is required to resolve the
resource trouble. This engagement can be linked to the priority of the resource trouble
report, and could occur automatically for highest priority resource trouble reports.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process is responsible for engaging external suppliers in correction and recovery
activities when higher level expertise and/or higher level support is required to resolve the
resource trouble. This engagement can be linked to the priority of the resource trouble
report, and could occur automatically for highest priority resource trouble reports.

Optional
Not used for this process element

Interactions
Not used for this process element

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1.1.3.3.5 Report Resource Trouble

Figure 126. Report Resource Trouble decomposition into level 4 processes

Report Resource Trouble

Process Identifier: 1.1.3.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of resource trouble reports provide notifications of any changes and
provide management reports. This includes resource trouble caused by security events.

Extended Description
The objective of the Report Resource Trouble processes is to monitor the status of
resource trouble reports, provide notifications of any changes and provide management
reports.
These processes are responsible for continuously monitoring the status of resource
trouble reports and managing notifications to processes and other parties registered to
receive notifications of any status changes, for example, Resource Performance
Management and Service Quality Management. Notification lists are managed and
maintained by the Support Resource Trouble Management processes.
These processes record, analyze and assess the resource trouble report status changes
to provide management reports and any specialized summaries of the efficiency and

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effectiveness of the overall Resource Trouble Management process. These specialized

summaries could be specific reports required by specific audiences.
These processes will make the necessary reports about the resource trouble that
occurred, the root cause and the activities carried out for restoration.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Resource Trouble

Process Identifier: 1.1.3.3.5.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for continuously monitoring the status of resource trouble
reports and managing notifications to processes and other parties registered to receive
notifications of any status changes, for example, Resource Performance Management
and Service Quality Management. Notification lists are managed and maintained by the
Support Resource Trouble Management processes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process is responsible for continuously monitoring the status of resource trouble
reports and managing notifications to processes and other parties registered to receive
notifications of any status changes, for example, Resource Performance Management

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and Service Quality Management.

Optional
Not used for this process element

Interactions
Notification lists are managed and maintained by the Support Resource Trouble
Management processes.

Distribute Notifications

Process Identifier: 1.1.3.3.5.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process makes the necessary reports about the Service Problem that occurred, the
root cause and the activities carried out for restoration.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process makes the necessary reports about the Service Problem that occurred, the
root cause and the activities carried out for restoration.

Optional
Not used for this process element

Interactions
Not used for this process element

Distribute Management Reports & Summaries

Process Identifier: 1.1.3.3.5.3

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process records, analyzes and assesses the Service Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Service Quality Management process.
These specialized summaries could be specific reports required by specific audiences.

Extended Description
Not used for this process element

Explanatory
These specialized summaries could be specific reports required by specific audiences.

Mandatory
This process records, analyzes and assesses the Service Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Service Quality Management process.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.3.3.7 Create Resource Trouble Report

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Figure 127. Create Resource Trouble Report decomposition into level 4 processes

Create Resource Trouble Report

Process Identifier: 1.1.3.3.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new resource trouble report

Extended Description
The objective of the Create Resource Trouble Report process is to create a new resource
trouble report.
A new resource trouble report may be created as a result of resource alarm event
notification analysis, and subsequent creation of new resource alarm event records,
undertaken by the Survey & Analyze Resource Trouble processes, or at the request of
analysis undertaken by other processes in the RM&O, SM&O (in particular a Service
Trouble Report can generate one or more Resource Trouble Reports) or S/PRM layers
which detect that some form of failure has occurred for which resource restoration activity
is required to restore normal operation.
If the resource trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Resource Trouble processes, the Create
Resource Trouble Report processes are responsible for converting the received
information into a form suitable for the Resource Trouble Management processes, and for
requesting additional information if required.
These processes will make estimates of the time to restore resource which will be
included in the new resource trouble report so that other processes can gain access to
this information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Generate Resource Trouble

Process Identifier: 1.1.3.3.7.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process creates a new resource trouble report.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process creates a new resource trouble report.

Optional
Not used for this process element

Interactions
Not used for this process element

Convert Report To Resource Trouble Format

Process Identifier: 1.1.3.3.7.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
If the resource trouble report is created as a result of a notification or request from
processes other than the Survey & Analyze Resource Trouble processes, this process is
responsible for converting the received information into a form suitable for the Resource

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Trouble Management processes, and for requesting additional information if required.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Estimate Time For Restoring Resource

Process Identifier: 1.1.3.3.7.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process estimates the time to restore service which is included in the new Service
Trouble report so that other processes can gain access to this information.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

1.1.3.4 Resource Performance

Management

Figure 128. Resource Performance Management decomposition into level 3 processes

Resource Performance Management

Process Identifier: 1.1.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing, tracking, monitoring, analyzing, controlling and reporting on the performance
of specific resources

Extended Description
Resource Performance Management processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on the performance of specific resources.

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They work with basic information received from the Resource Data Collection &
Distribution processes.

If the analysis identifies a resource performance violation or a potential service

performance violation, information will be passed to Resource Trouble Management
and/or Service Quality Management as appropriate. The latter processes are responsible
for deciding on and carrying out the appropriate action/response. This may include
requests to the Resource Performance Management processes to install controls to
optimize the specific resource performance.
The Resource Performance Management processes will continue to track the resource
performance problem, ensuring that resource performance is restored to a level required
to support services.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Resource Performance

Process Identifier: 1.1.3.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor received resource performance information and undertake first-in detection.

Extended Description
The objective of the Monitor Resource Performance processes is to monitor received
resource performance information and undertake first-in detection.
The responsibilities of the processes include, but are not limited to:
· Undertaking the role of first in detection by monitoring the received specific
resource performance data;

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· Comparing the received specific resource performance data to performance

standards set for each specific resource (available from the Resource Inventory);
· Assessing and recording received specific resource performance data which is
within tolerance limits for performance standards, and for which continuous monitoring
and measuring of specific resource performance is required;
· Recording the results of the continuous monitoring for reporting through the
Report Resource Performance processes;
· Detecting performance threshold violations which represent specific resource
failures due to abnormal performance;
· Passing information about resource failures due to performance threshold
violations to Resource Trouble Management to manage any necessary restoration activity
as determined by that process;
· Passing information about potential specific service performance degradations
arising from specific resource degradations to Service Quality Management to manage
any necessary restoration activity as determined by that process;
· Detecting performance degradation for specific resources which provide early
warning of potential issues;
· Forwarding resource performance degradation notifications to other Resource
Performance Management processes, which manage activities to restore normal specific
resource performance; and
· Logging specific resource performance degradation and violation details within
the repository in the Manage Resource Inventory processes to ensure historical records
are available to support the needs of other processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze Resource Performance

Process Identifier: 1.1.3.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Analyze and evaluate the performance of specific resources

Extended Description
The objective of the Analyze Resource Performance processes is to analyze the
information received from the Monitor Resource Performance process to evaluate the
performance of a specific resource.

The responsibilities of the processes include, but are not limited to:
· Undertaking analysis as required on specific resource performance information
received from the Monitor Resource Performance processes;
· Initiating, modifying and cancelling continuous performance data collection
schedules for specific resources required to analyze specific resource performance.
These schedules are established through requests sent to the Enable Resource Data
Collection & Distribution processes;
· Determining the root causes of specific resource performance degradations and
violations;
· Recording the results of the analysis and intermediate updates in the Resource
Inventory for historical analysis and for use as required by other processes; and
· Undertaking specific detailed analysis (if the original requested came from
Service Quality Management processes) to discover the root cause of service
performance degradations that may be arising due to interactions between resource
instances, without any specific resource instance having an unacceptable performance in
its own right.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Control Resource Performance

Process Identifier: 1.1.3.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Apply controls to resources in order to optimize the resource performance

Extended Description
The objective of the Control Resource Performance processes is to apply controls to
resource instances in order to optimize the resource performance.
The responsibilities of the processes include, but are not limited to:
· Instantiating controls to attempt to restore resource instances to normal
operation, at the request of Analyze Resource Performance processes. These controls
may be based on established control plans, or the controls may be developed within the
Control Resource Performance processes depending on circumstances.
· Instantiating controls to attempt to restore failed resource instances to normal
operation, at the request of Resource Trouble Management or Service Quality
Management processes. These controls may be based on established control plans, or
the controls may be developed within the Control Resource Performance process
depending on circumstances.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Resource Performance

Process Identifier: 1.1.3.4.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of resource performance degradation reports, provide notifications of
any changes and provide management reports

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Extended Description
The objective of the Report Resource Performance processes is to monitor the status of
resource performance degradation reports, provide notifications of any changes and
provide management reports.
These processes are responsible for continuously monitoring the status of resource
performance degradation reports and managing notifications to other processes in the
RM&O and other layers, and to other parties registered to receive notifications of any
status changes. Notification lists are managed and maintained by the Enable Resource
Performance Management processes.
These processes record, analyze and assess the resource performance degradation
report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Resource Performance Management
process. These specialized summaries could be specific reports required by specific
audiences.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create Resource Performance Degradation Report

Process Identifier: 1.1.3.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new resource performance degradation report

Extended Description
The objective of the Create Resource Performance Degradation Report process is to
create a new resource performance degradation report, modify existing resource
performance degradation reports, and request cancellation of existing resource
performance degradation reports.

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A new resource performance degradation report may be created as a result of specific

resource performance notifications undertaken by the Monitor Resource Performance
processes, or at the request of analysis undertaken by other RM&O, SM&O or S/PRM
processes which detect that some form of deterioration or failure has occurred requires
an assessment of the specific resource performance.
If the resource performance degradation report is created as a result of a notification or
request from processes other than Monitor Resource Performance processes, the Create
Resource Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Resource Performance Management
processes, and for requesting additional information if required.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track & Manage Resource Performance Resolution

Process Identifier: 1.1.3.4.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure testing, repair and restoration activities are assigned, coordinated and tracked
efficiently, and that escalation is invoked as required for any open resource performance
degradation reports in jeopardy

Extended Description
The objective of the Track & Manage Resource Performance Resolution processes is to
efficiently assign, coordinate and track specific resource performance analysis and
control activities, and escalate any open resource performance degradation reports in
jeopardy.

Responsibilities of these processes include, but are not limited to:

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· Adding additional information to an open resource performance degradation report

based on the first-in and on-going analysis;
· Scheduling, assigning and coordinating analysis and specific resource performance
restoration activities and/or repair activities delegated to other processes;
· Generating the respective S/P problem report creation request(s) to Initiate S/P Problem
Report processes based on specific resource performance degradation reports where
analysis the root cause is related to S/P products;
· Modifying information in an existing resource performance degradation report based on
assignments;
· Modifying the resource performance degradation report status;
· Canceling a resource performance degradation report when the specific request was
related to a false resource failure event; and
· Monitoring the jeopardy status of open resource performance degradation reports, and
escalating resource performance degradation reports as necessary.

These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Resource Performance Resolution processes will also inform the
Close Resource Performance Degradation Report processes by modifying the resource
performance degradation report status to cleared when the specific resource performance
issues have been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close Resource Performance Degradation Report

Process Identifier: 1.1.3.4.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Close a resource performance degradation report when the resource performance has
been resolved

Extended Description
The objective of the Close Resource Performance Degradation Report processes is to
close a resource performance degradation report when the resource performance has
been resolved.
These processes monitor the status of all open resource performance degradation
reports, and recognize that a resource performance degradation report is ready to be
closed when the status is changed to cleared.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.4.1 Monitor Resource Performance

Figure 129. Monitor Resource Performance decomposition into level 4 processes

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Monitor Resource Performance

Process Identifier: 1.1.3.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor received resource performance information and undertake first-in detection.

Extended Description
The objective of the Monitor Resource Performance processes is to monitor received
resource performance information and undertake first-in detection.
The responsibilities of the processes include, but are not limited to:
· Undertaking the role of first in detection by monitoring the received specific
resource performance data;
· Comparing the received specific resource performance data to performance
standards set for each specific resource (available from the Resource Inventory);
· Assessing and recording received specific resource performance data which is
within tolerance limits for performance standards, and for which continuous monitoring
and measuring of specific resource performance is required;
· Recording the results of the continuous monitoring for reporting through the
Report Resource Performance processes;
· Detecting performance threshold violations which represent specific resource
failures due to abnormal performance;
· Passing information about resource failures due to performance threshold
violations to Resource Trouble Management to manage any necessary restoration activity
as determined by that process;
· Passing information about potential specific service performance degradations
arising from specific resource degradations to Service Quality Management to manage
any necessary restoration activity as determined by that process;
· Detecting performance degradation for specific resources which provide early
warning of potential issues;
· Forwarding resource performance degradation notifications to other Resource
Performance Management processes, which manage activities to restore normal specific
resource performance; and
· Logging specific resource performance degradation and violation details within
the repository in the Manage Resource Inventory processes to ensure historical records
are available to support the needs of other processes.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Performance Data

Process Identifier: 1.1.3.4.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process monitors and logs the received specific resource performance quality data,
compares the received specific resource performance data to performance standards set
for each specific resource (available from the Resource Inventory), detects performance
threshold violations which represent specific resource failures due to abnormal
performance, and detects performance degradation for specific resources which provide
early warning of potential issues. This process undertakes the role of first in detection by
monitoring the received specific resource performance data;

Extended Description
Not used for this process element

Explanatory
This process undertakes the role of first in detection by monitoring the received specific
resource performance data;

Mandatory
This process monitors and logs the received specific resource performance quality data,
compares the received specific resource performance data to performance standards set
for each specific resource (available from the Resource Inventory), detects performance
threshold violations which represent specific resource failures due to abnormal
performance, and detects performance degradation for specific resources which provide
early warning of potential issues.

Optional
Not used for this process element

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Interactions
Not used for this process element

Record Resource Performance Data

Process Identifier: 1.1.3.4.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process assesses and records received specific resource performance data which is
within tolerance limits for performance standards, and for which continuous monitoring
and measuring of specific resource performance is required. It records the results of the
continuous monitoring for reporting through the Report Resource Performance
processes, and logs specific resource performance degradation and violation details
within the repository in the Manage Resource Inventory processes to ensure historical
records are available to support the needs of other processes.

Extended Description
Not used for this process element

Explanatory
This process assesses and records received specific resource performance data which is
within tolerance limits for performance standards, and for which continuous monitoring
and measuring of specific resource performance is required.

Mandatory
It records the results of the continuous monitoring for reporting through the Report
Resource Performance processes, and logs specific resource performance degradation
and violation details within the repository in the Manage Resource Inventory processes to
ensure historical records are available to support the needs of other processes.

Optional
Not used for this process element

Interactions
Not used for this process element

Correlate Resource Performance Event Notifications

Process Identifier: 1.1.3.4.1.3

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process passes information about potential specific service performance
degradations arising from specific resource degradations to Service Quality Management
to manage any necessary restoration activity as determined by that process. It passes
information about resource failures due to performance threshold violations to Resource
Trouble Management to manage any necessary restoration activity as determined by that
process. It forwards resource performance degradation notifications to other Resource
Performance Management processes, which manage activities to restore normal specific
resource performance

Extended Description
Not used for this process element

Explanatory
This process passes information about potential specific service performance
degradations arising from specific resource degradations to Service Quality Management
to manage any necessary restoration activity as determined by that process.

Mandatory
It passes information about resource failures due to performance threshold violations to
Resource Trouble Management to manage any necessary restoration activity as
determined by that process.

Optional
Not used for this process element

Interactions
It forwards resource performance degradation notifications to other Resource
Performance Management processes, which manage activities to restore normal specific
resource performance; and

1.1.3.4.2 Analyze Resource Performance

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Figure 130. Analyze Resource Performance decomposition into level 4 processes

Analyze Resource Performance

Process Identifier: 1.1.3.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze and evaluate the performance of specific resources

Extended Description
The objective of the Analyze Resource Performance processes is to analyze the
information received from the Monitor Resource Performance process to evaluate the
performance of a specific resource.

The responsibilities of the processes include, but are not limited to:
· Undertaking analysis as required on specific resource performance information
received from the Monitor Resource Performance processes;
· Initiating, modifying and cancelling continuous performance data collection
schedules for specific resources required to analyze specific resource performance.
These schedules are established through requests sent to the Enable Resource Data
Collection & Distribution processes;
· Determining the root causes of specific resource performance degradations and
violations;

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· Recording the results of the analysis and intermediate updates in the Resource
Inventory for historical analysis and for use as required by other processes; and
· Undertaking specific detailed analysis (if the original requested came from
Service Quality Management processes) to discover the root cause of service
performance degradations that may be arising due to interactions between resource
instances, without any specific resource instance having an unacceptable performance in
its own right.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Perform Specific Resource Performance Diagnostics

Process Identifier: 1.1.3.4.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process performs analysis as required on specific resource performance information
received from the Monitor Service Quality processes. It determines the root causes of
specific resource performance degradations and violations, records the results of the
analysis and intermediate updates in the Resource Inventory for historical analysis and
for use as required by other processes, and undertakes specific detailed analysis (if the
original requested came from Service Quality Management processes) to discover the
root cause of customer QoS performance degradations that may be arising due to
interactions between resource instances, without any specific resource instance having
an unacceptable performance in its own right.

Extended Description
Not used for this process element

Explanatory

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This process performs analysis as required on specific resource performance information

received from the Monitor Service Quality processes.

Mandatory
It determines the root causes of specific resource performance degradations and
violations, records the results of the analysis and intermediate updates in the Resource
Inventory for historical analysis and for use as required by other processes, and
undertakes specific detailed analysis (if the original requested came from Service Quality
Management processes) to discover the root cause of customer QoS performance
degradations that may be arising due to interactions between resource instances, without
any specific resource instance having an unacceptable performance in its own right.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Resource Performance Data Collection Schedules

Process Identifier: 1.1.3.4.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process initiates, modifies and cancels continuous performance data collection
schedules for specific resources required to analyze specific resource performance.
These schedules are established through requests sent to the Enable Resource
Resource Data Collection & Distribution processes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process initiates, modifies and cancels continuous performance data collection
schedules for specific resources required to analyze specific resource performance.

Optional

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Not used for this process element

Interactions
These schedules are established through requests sent to the Enable Resource
Resource Data Collection & Distribution processes.

1.1.3.4.3 Control Resource Performance

Figure 131. Control Resource Performance decomposition into level 4 processes

Control Resource Performance

Process Identifier: 1.1.3.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Apply controls to resources in order to optimize the resource performance

Extended Description
The objective of the Control Resource Performance processes is to apply controls to
resource instances in order to optimize the resource performance.

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The responsibilities of the processes include, but are not limited to:
· Instantiating controls to attempt to restore resource instances to normal
operation, at the request of Analyze Resource Performance processes. These controls
may be based on established control plans, or the controls may be developed within the
Control Resource Performance processes depending on circumstances.
· Instantiating controls to attempt to restore failed resource instances to normal
operation, at the request of Resource Trouble Management or Service Quality
Management processes. These controls may be based on established control plans, or
the controls may be developed within the Control Resource Performance process
depending on circumstances.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Instantiate Resource Performance Controls

Process Identifier: 1.1.3.4.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Instantiate controls to attempt to restore resource instances to normal operation, at the
request of Analyze Resource Performance processes. These controls may be based on
established control plans, or the controls may be developed within the Control Resource
Performance processes depending on circumstances.

Extended Description
Not used for this process element

Explanatory
These controls may be based on established control plans, or the controls may be
developed within the Control Resource Performance processes depending on

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circumstances.

Mandatory
Instantiate controls to attempt to restore resource instances to normal operation, at the
request of Analyze Resource Performance processes.

Optional
Not used for this process element

Interactions
Not used for this process element

Instantiate Resource Trouble Controls

Process Identifier: 1.1.3.4.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Instantiate controls to attempt to restore failed resource instances to normal operation, at
the request of Resource Trouble Management or Service Quality Management
processes. These controls may be based on established control plans, or the controls
may be developed within the Control Resource Performance process depending on
circumstances.

Extended Description
Not used for this process element

Explanatory
These controls may be based on established control plans, or the controls may be
developed within the Control Resource Performance process depending on
circumstances.

Mandatory
Instantiate controls to attempt to restore failed resource instances to normal operation, at
the request of Resource Trouble Management or Service Quality Management
processes.

Optional
Not used for this process element

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Interactions
Not used for this process element

1.1.3.4.4 Report Resource Performance

Figure 132. Report Resource Performance decomposition into level 4 processes

Report Resource Performance

Process Identifier: 1.1.3.4.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of resource performance degradation reports, provide notifications of
any changes and provide management reports

Extended Description
The objective of the Report Resource Performance processes is to monitor the status of
resource performance degradation reports, provide notifications of any changes and
provide management reports.
These processes are responsible for continuously monitoring the status of resource
performance degradation reports and managing notifications to other processes in the

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RM&O and other layers, and to other parties registered to receive notifications of any
status changes. Notification lists are managed and maintained by the Enable Resource
Performance Management processes.
These processes record, analyze and assess the resource performance degradation
report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Resource Performance Management
process. These specialized summaries could be specific reports required by specific
audiences.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Resource Performance Degradation Report

Process Identifier: 1.1.3.4.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for continuously monitoring the status of Resource
Performance Degradation Reports and managing notifications to processes in the RM&O
and other layers, and to other parties registered to receive notifications of any status
changes. Notification lists are managed and maintained by the Enable Resource
Performance Management processes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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This process is responsible for continuously monitoring the status of Resource

Performance Degradation Reports and managing notifications to processes in the RM&O
and other layers, and to other parties registered to receive notifications of any status
changes.

Optional
Not used for this process element

Interactions
Notification lists are managed and maintained by the Enable Resource Performance
Management processes.

Distribute Resource Quality Management Reports & Summaries

Process Identifier: 1.1.3.4.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process records, analyzes and assesses the Resource Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Resource Performance Management
process. These specialized summaries could be specific reports required by specific
audiences.

Extended Description
Not used for this process element

Explanatory
These specialized summaries could be specific reports required by specific audiences.

Mandatory
This process records, analyzes and assesses the Resource Performance Degradation
Report status changes to provide management reports and any specialized summaries of
the efficiency and effectiveness of the overall Resource Performance Management
process.

Optional
Not used for this process element

Interactions

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Not used for this process element

1.1.3.4.5 Create Resource Performance

Degradation Report

Figure 133. Create Resource Performance Degradation Report decomposition into level 4 processes

Create Resource Performance Degradation Report

Process Identifier: 1.1.3.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new resource performance degradation report

Extended Description
The objective of the Create Resource Performance Degradation Report process is to
create a new resource performance degradation report, modify existing resource
performance degradation reports, and request cancellation of existing resource
performance degradation reports.
A new resource performance degradation report may be created as a result of specific
resource performance notifications undertaken by the Monitor Resource Performance
processes, or at the request of analysis undertaken by other RM&O, SM&O or S/PRM

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processes which detect that some form of deterioration or failure has occurred requires
an assessment of the specific resource performance.
If the resource performance degradation report is created as a result of a notification or
request from processes other than Monitor Resource Performance processes, the Create
Resource Performance Degradation Report processes are responsible for converting the
received information into a form suitable for the Resource Performance Management
processes, and for requesting additional information if required.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Generate Resource Performance Degradation Problem

Process Identifier: 1.1.3.4.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process creates a new Resource Performance Degradation Report as a result of
specific resource performance notifications undertaken by the Monitor Resource
Performance processes, or at the request of analysis undertaken by other RM&O, SM&O
or RM&O processes which detect that some form of deterioration or failure has occurred
requires an assessment of the specific resource performance.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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This process creates a new Resource Performance Degradation Report as a result of

specific resource performance notifications undertaken by the Monitor Resource
Performance processes, or at the request of analysis undertaken by other RM&O, SM&O
or RM&O processes which detect that some form of deterioration or failure has occurred
requires an assessment of the specific resource performance.

Optional
Not used for this process element

Interactions
Not used for this process element

Convert Report To Resource Performance Degradation Report Format

Process Identifier: 1.1.3.4.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
If the resource performance degradation report is created as a result of a notification or
request from processes other than Monitor Resource Performance processes, this
process responsible for converting the received information into a form suitable for the
Resource Performance Management processes, and for requesting additional information
if required.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Where the resource performance degradation report is created as a result of a notification
or request from processes other than Monitor Resource Performance processes, this
process responsible for converting the received information into a form suitable for the
Resource Performance Management processes, and for requesting additional information
if required.

Optional
Not used for this process element

Interactions

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Notification or request from processes other than Monitor Resource Performance

processes concerning resource performance degradation report, and requests back for
additional information if required.

1.1.3.4.6 Track & Manage Resource

Performance Resolution

Figure 134. Track & Manage Resource Performance Resolution decomposition into level 4 processes

Track & Manage Resource Performance Resolution

Process Identifier: 1.1.3.4.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure testing, repair and restoration activities are assigned, coordinated and tracked
efficiently, and that escalation is invoked as required for any open resource performance
degradation reports in jeopardy

Extended Description

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The objective of the Track & Manage Resource Performance Resolution processes is to
efficiently assign, coordinate and track specific resource performance analysis and
control activities, and escalate any open resource performance degradation reports in
jeopardy.

Responsibilities of these processes include, but are not limited to:

· Adding additional information to an open resource performance degradation report

based on the first-in and on-going analysis;
· Scheduling, assigning and coordinating analysis and specific resource performance
restoration activities and/or repair activities delegated to other processes;
· Generating the respective S/P problem report creation request(s) to Initiate S/P Problem
Report processes based on specific resource performance degradation reports where
analysis the root cause is related to S/P products;
· Modifying information in an existing resource performance degradation report based on
assignments;
· Modifying the resource performance degradation report status;
· Canceling a resource performance degradation report when the specific request was
related to a false resource failure event; and
· Monitoring the jeopardy status of open resource performance degradation reports, and
escalating resource performance degradation reports as necessary.

These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence.
The Track & Manage Resource Performance Resolution processes will also inform the
Close Resource Performance Degradation Report processes by modifying the resource
performance degradation report status to cleared when the specific resource performance
issues have been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Coordinate Resource Performance

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Process Identifier: 1.1.3.4.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process schedules, assigns and coordinates analysis and specific service
performance restoration activities and/or repair activities delegated to other processes,
undertakes necessary tracking of the execution progress, modifies information in an
existing Resource Performance Degradation Report based on assignments, and modifies
the Resource Performance Degradation Report status

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process schedules, assigns and coordinates analysis and specific service
performance restoration activities and/or repair activities delegated to other processes,
undertakes necessary tracking of the execution progress, modifies information in an
existing Resource Performance Degradation Report based on assignments, and modifies
the Resource Performance Degradation Report status

Optional
Not used for this process element

Interactions
Not used for this process element

Request S/P Performance Degradation Report Creation and Update

Process Identifier: 1.1.3.4.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process generates the respective S/P problem report creation request(s) to Initiate
S/P Problem Report processes based on specific resource performance degradation

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reports where analysis the root cause is related to S/P products.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process generates the respective S/P problem report creation request(s) to Initiate
S/P Problem Report processes based on specific resource performance degradation
reports where analysis the root cause is related to S/P products.

Optional
Not used for this process element

Interactions
Not used for this process element

Update First in Resource Testing Results

Process Identifier: 1.1.3.4.6.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process adds additional information to an open Resource Performance Degradation
Report based on the first-in testing.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process adds additional information to an open Resource Performance Degradation
Report based on the first-in testing.

Optional

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Not used for this process element

Interactions
Not used for this process element

Cancel Resource Performance Degradation Report

Process Identifier: 1.1.3.4.6.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process cancels a resource Performance Degradation Report when the specific
trouble was related to a false resource failure event.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process cancels a resource Performance Degradation Report when the specific
trouble was related to a false resource failure event.

Optional
Not used for this process element

Interactions
Not used for this process element

Escalate/End Resource Performance Degradation Report

Process Identifier: 1.1.3.4.6.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
This process monitors the jeopardy status of open Resource Performance Degradation
Reports, and escalates Resource Performance Degradation Reports as necessary.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process monitors the jeopardy status of open Resource Performance Degradation
Reports, and escalates Resource Performance Degradation Reports as necessary.

Optional
Not used for this process element

Interactions
Not used for this process element

Clear Resource Performance Degradation Report Status

Process Identifier: 1.1.3.4.6.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process informs the Close Resource Performance Degradation Report process by
modifying the Resource Performance Degradation Report status to cleared when the
specific resource performance quality issues have been resolved.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process informs the Close Resource Performance Degradation Report process by
modifying the Resource Performance Degradation Report status to cleared when the

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specific resource performance quality issues have been resolved.

Optional
Not used for this process element

Interactions
This process informs the Close Resource Performance Degradation Report processes

Engage External Resource Suppliers

Process Identifier: 1.1.3.4.6.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
If some specific resource components are owned and managed by suppliers/partners,
this process is responsible for initiating requests, through S/P Performance Management,
for resolution by the supplier/partner of the specific resource components. This process
will co-ordinate all the actions necessary in order to guarantee that all tasks are finished
at the appropriate time and in the appropriate sequence.

Extended Description
Not used for this process element

Explanatory
Note that some specific product and/or service components may be owned and managed
by suppliers/partners.

Mandatory
Where some specific resource components are owned and managed by
suppliers/partners, this process is responsible for initiating requests, through S/P
Performance Management, for resolution by the supplier/partner of the specific resource
components. This process will co-ordinate all the actions necessary in order to guarantee
that all tasks are finished at the appropriate time and in the appropriate sequence.

Optional
Not used for this process element

Interactions
Interaction with Suppliers / Partners

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1.1.3.5 Resource Data Collection &

Distribution

Figure 135. Resource Data Collection & Distribution decomposition into level 3 processes

Resource Data Collection & Distribution

Process Identifier: 1.1.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collect and/or distribute management information and data records between resource
and service instances and other enterprise processes.

Extended Description
Resource Data Collection & Distribution processes are responsible for collection and/or
distribution of management information and data records between resource and service
instances and other enterprise processes. Resource Data Collection & Distribution
processes interact with the resource and service instances to intercept and/or collect
usage, network and information technology events and other management information for
distribution to other processes within the enterprise, and with enterprise processes to
accept command, query and other management information for distribution to resource
and service instances. The responsibilities of these processes also include processing of
the data and/or management information through activities such as filtering, aggregation,
formatting, transformation and correlation of the information before presentation to other
processes, resource instances or service instances. Client processes for this
management information perform usage reporting and billing activities, as well as Fault

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and Performance analysis of resources and services. These include Resource

Performance Management, Service Quality Management and Service & Specific Instance
Rating. Client resource and service instances for this management information use the
management information for configuration, or use the management information to trigger
activities within the resource or service instances.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Collect Management and Security Information & Data

Process Identifier: 1.1.3.5.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collection of management and security information and data records from resource and
service instances and other enterprise processes

Extended Description
The Collect Management and Security Information & Data processes are responsible for
collection of management and security information and data records from resource and
service instances and other enterprise processes. This includes collection of security
information and data from networks, systems, and security sensors. These processes
interact with the resource and service instances to intercept and/or collect usage,
network, security and information technology events and, performance and other
management information for distribution to other processes within the enterprise, and with
enterprise processes to accept command, query and other management information for
distribution to resource and service instances.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Process Management and Security Information & Data

Process Identifier: 1.1.3.5.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Process the management and security information and/or data into a form suitable for the
intended recipient processes, resource instances or service instances

Extended Description
The Process Management and Security Information & Data processes are responsible for
processing the management information and/or data into a form suitable for the intended
recipient processes, resource instances or service instances.
The responsibilities of this process include, but are not limited to:
 Identifying the intended recipient processes, resource instances or service instances
to determine the appropriate processing required;
 Filtering and/or low level correlation of the management information and/or data
based on well-defined criteria;
 Aggregating or disaggregating the management information and/or data to provide
summarized versions; and
 Formatting the management information and/or data into a form suitable for the
intended recipient before distribution.
 Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

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Distribute Management and Security Information & Data

Process Identifier: 1.1.3.5.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Distribute processed management and security information and/or data to resource
instances, service instances or other processes within the enterprise for further analysis
and/or reporting.

Extended Description
The Distribute Management Information & Data processes are responsible for distributing
processed management information and/or data to resource instances, service instances
or other processes within the enterprise for further analysis and/or reporting.
These processes also manage any orchestration required for distribution of the
management information and/or data. Upon successful delivery theses processes are
responsible for informing the original sending process or instance that the information has
been successfully distributed (if required), and for deleting the locally stored information
from any local repositories.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Audit Management and Security Data Collection & Distribution

Process Identifier: 1.1.3.5.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Audit and analyze the management and security information & data collection, processing
and distribution activities in order to identify possible anomalies. This includes
preservation of audit data for future forensic use.

Extended Description
The Audit Data Collection & Distribution processes are responsible for auditing the
management information & data collection activities in order to identify possible
anomalies such as loss of management information and/or data in the different collection,
processing and distribution steps.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.5.1 Collect Management Information

& Data

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Figure 136. Collect Management Information & Data decomposition into level 4 processes

Collect Management and Security Information & Data

Process Identifier: 1.1.3.5.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collection of management and security information and data records from resource and
service instances and other enterprise processes

Extended Description
The Collect Management and Security Information & Data processes are responsible for
collection of management and security information and data records from resource and
service instances and other enterprise processes. This includes collection of security
information and data from networks, systems, and security sensors. These processes
interact with the resource and service instances to intercept and/or collect usage,
network, security and information technology events and, performance and other
management information for distribution to other processes within the enterprise, and with
enterprise processes to accept command, query and other management information for
distribution to resource and service instances.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Intercept Events/Information

Process Identifier: 1.1.3.5.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Intercept and/or collect usage, network, security and information technology events and,
performance and other management information for distribution to other processes within
the enterprise

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Intercept and/or collect usage, network and information technology events and,
performance and other management information for distribution to other processes within
the enterprise

Optional
Not used for this process element

Interactions
Not used for this process element

Deliver Management Information

Process Identifier: 1.1.3.5.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Accept command, query and other management information from enterprise processes
for distribution to resource and service instances.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

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Mandatory
Accept command, query and other management information from enterprise processes
for distribution to resource and service instances.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.3.5.2 Process Management

Information & Data

Figure 137. Process Management Information & Data decomposition into level 4 processes

Process Management and Security Information & Data

Process Identifier: 1.1.3.5.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Process the management and security information and/or data into a form suitable for the
intended recipient processes, resource instances or service instances

Extended Description
The Process Management and Security Information & Data processes are responsible for
processing the management information and/or data into a form suitable for the intended
recipient processes, resource instances or service instances.
The responsibilities of this process include, but are not limited to:
 Identifying the intended recipient processes, resource instances or service instances
to determine the appropriate processing required;
 Filtering and/or low level correlation of the management information and/or data
based on well-defined criteria;
 Aggregating or disaggregating the management information and/or data to provide
summarized versions; and
 Formatting the management information and/or data into a form suitable for the
intended recipient before distribution.
 Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Determine Recipients for Information/Data

Process Identifier: 1.1.3.5.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify the intended recipient processes, resource instances or service instances to
determine the appropriate processing required

Extended Description
Not used for this process element

Explanatory
Not used for this process element

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Mandatory
Identify the intended recipient processes, resource instances or service instances to
determine the appropriate processing required

Optional
Not used for this process element

Interactions
Not used for this process element

Filter Information/Data

Process Identifier: 1.1.3.5.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Filter and/or perform low level correlation of the management and security information
and/or data based on well-defined criteria

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Filter and/or perform low level correlation of the management information and/or data
based on well-defined criteria

Optional
Not used for this process element

Interactions
Not used for this process element

Aggregate Information/Data

Process Identifier: 1.1.3.5.2.3

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Aggregate or disaggregate the management and security information and/or data to
provide summarized versions

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Aggregate or disaggregate the management information and/or data to provide
summarized versions

Optional
Not used for this process element

Interactions
Not used for this process element

Format Information/Data

Process Identifier: 1.1.3.5.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Format the management and security information and/or data into a form suitable for the
intended recipient before distribution.

Extended Description
Not used for this process element

Explanatory

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Not used for this process element

Mandatory
Format the management information and/or data into a form suitable for the intended
recipient before distribution.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.3.5.3 Distribute Management

Information & Data

Figure 138. Distribute Management Information & Data decomposition into level 4 processes

Distribute Management and Security Information & Data

Process Identifier: 1.1.3.5.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Distribute processed management and security information and/or data to resource
instances, service instances or other processes within the enterprise for further analysis
and/or reporting.

Extended Description
The Distribute Management Information & Data processes are responsible for distributing
processed management information and/or data to resource instances, service instances
or other processes within the enterprise for further analysis and/or reporting.
These processes also manage any orchestration required for distribution of the
management information and/or data. Upon successful delivery theses processes are
responsible for informing the original sending process or instance that the information has
been successfully distributed (if required), and for deleting the locally stored information
from any local repositories.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Distribute Information/Data

Process Identifier: 1.1.3.5.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Distribute processed management and security information and/or data to resource
instances, service instances or other processes within the enterprise for further analysis
and/or reporting.

Extended Description
Not used for this process element

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Explanatory
Not used for this process element

Mandatory
Distribute processed management information and/or data to resource instances, service
instances or other processes within the enterprise for further analysis and/or reporting.

Optional
Not used for this process element

Interactions
Distribute for further analysis and/or reporting.

Manage Distribution

Process Identifier: 1.1.3.5.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage any orchestration required for distribution of the management and security
information and/or data.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Manage any orchestration required for distribution of the management information and/or
data.

Optional
Not used for this process element

Interactions
Not used for this process element

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Confirm Distribution and Clean-up

Process Identifier: 1.1.3.5.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Inform the original sending process or instance upon successful delivery that the
information has been successfully distributed (if required), and delete the locally stored
information from any local repositories.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Inform the original sending process or instance upon successful delivery that the
information has been successfully distributed (if required), and delete the locally stored
information from any local repositories.

Optional
Not used for this process element

Interactions
Inform originating process

1.1.3.6 Resource Mediation & Reporting

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Figure 139. Resource Mediation & Reporting decomposition into level 3 processes

Resource Mediation & Reporting

Process Identifier: 1.1.3.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage resource events by correlating and formatting them into a useful format.

Extended Description
Resource Mediation & Reporting processes manage resource events by correlating and
formatting them into a useful format. These processes include the mediation and
reporting of resource records. Investigation of resource related billing event problems is
also part of these processes.

These processes are often handled by appropriate network elements.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Mediate Resource Usage Records

Process Identifier: 1.1.3.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Validate, normalize, convert and correlate usage records collected from the network.

Extended Description
The purpose of the Mediate Usage Records processes is to validate, normalize, convert
and correlate usage records collected from various pieces of equipment in the network. It
also removes any duplicate usage records that have already been processed.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Resource Usage Records

Process Identifier: 1.1.3.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Generate reports on resource usage records based on requests from other processes.

Extended Description
The purpose of the Report Resource Usage Records is to generate reports on usage
records based on requests from other processes. These processes produce reports that
may identify abnormalities, which may be caused by fraudulent activity or related to
customer complaints or network problems.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.6.1 Mediate Resource Usage

Records

Figure 140. Mediate Resource Usage Records decomposition into level 4 processes

Mediate Resource Usage Records

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Process Identifier: 1.1.3.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Validate, normalize, convert and correlate usage records collected from the network.

Extended Description
The purpose of the Mediate Usage Records processes is to validate, normalize, convert
and correlate usage records collected from various pieces of equipment in the network. It
also removes any duplicate usage records that have already been processed.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Validate Resource Usage Records

Process Identifier: 1.1.3.6.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Validate resource usage record collected from the network.

Extended Description
Not used for this process element

Explanatory

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For example, checking loss of Resource Usage Records, illegal characters in Resource
Usage Records, invalid field length in Resource Usage Records, the resource usage
duration mismatching to start time and end time.

Mandatory
The purpose of Validate Resource Usage Record process is to validate Resource Usage
Record collected from various pieces of equipment in the network. This process is
responsible for collecting the Resource Usage Records, filtering out of non-billing relevant
Resource Usage Records, validating the Resource Usage Records and their integrity and
avoiding records collection leakage.

Optional
Not used for this process element

Interactions
Not used for this process element

Normalize Resource Usage Records

Process Identifier: 1.1.3.6.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Normalize resource usage records to specific expression format.

Extended Description
Not used for this process element

Explanatory
For example, the expression for date can be YYY-MM-DD, DD-MM-YYY, DD-MM-YY or
other combinations. This process is responsible for unifying all Resource Usage Records
to specific expression format for subsequent processes use.

Mandatory
The purpose of Normalize Resource Usage Record process is to normalize Resource
Usage Records to specific expression format. Resource Usage Records generated by
different systems are used distinct expressions for same record data.

Optional
Not used for this process element

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Interactions
Not used for this process element

Convert Resource Usage Records

Process Identifier: 1.1.3.6.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Convert resource usage records to specific data format.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
The purpose of Convert Resource Usage Record process is to convert Resource Usage
Records to specific data format. The Resource Usage Records are collected from
different network equipments and stored in different file formats, e.g. fixed-length binary
file, fixed-length text files, variable-length text files, ASN.1. This process is responsible for
identifying the data formats of collected Resource Usage Records and changing them to
specific common data format for downstream system using.

Optional
Not used for this process element

Interactions
Not used for this process element

Correlate Resource Usage Records

Process Identifier: 1.1.3.6.1.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Correlate collected resource usage records.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
The purpose of Correlate Resource Usage Record process is to correlate collected
Resource Usage Records. The Resource Usage Records are collected from different
network equipments, sometime more than one Resource Usage Records store same
service consumption. In order to resolve this case, this process is responsible for
identifying the correlative Resource Usage Records and associating them together for
downstream system use.

Optional
Not used for this process element

Interactions
Not used for this process element

Remove Duplicate Resource Usage Records

Process Identifier: 1.1.3.6.1.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Remove duplicate resource usage records.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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The purpose of Remove Resource Usage Record process is to remove any duplicate
usage records that have already been processed. This process includes detect duplicate
records and removing them from billing process. The duplication detection is usually by
checking the values of the key fields of Resource Usage Records with combined criteria.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.3.7 Workforce Management

Figure 141. Workforce Management decomposition into level 3 processes

Manage Work Order Lifecycle

Process Identifier: 1.1.3.7.9

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
A Work Order is an aggregation of jobs that are to be completed to achieve some
business goal: to provide a customer service, to fix a problem, etc. Work Order Lifecycle
Management processes are responsible for processing and monitoring the execution of a
work order through its entire lifecycle, from issuance to closing. This includes, among
other steps, validation, analysis, and decomposing a work order into work items,
aggregating them, and assigning them to employees and/or third parties. These

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processes also detect problems with completing the work, and requesting Work Order
reassignment to reallocate manual activities to solve the issue.

It should be noted that the Work Order execution sub process (by a field technician) is not
explicitly covered here, but rather its monitoring is the responsibility of the Track and
Manage work order sub process.

Extended Description
Responsibilities of these processes include, but are not limited to:
§ Issuing correct and complete work orders
§ Decomposing a work order into elementary work items
§ Managing task assignments
§ Tracking and managing dispatching
§ Manually executing an order by an assignee
§ Monitoring the execution of assigned activities, including the various states of
dispatch, complete, suspend, cancel, etc. as well as requesting work reassignments
§ Establishing and managing fast-track and jeopardy re-assignment capabilities to
allow for modification of work assignments as required to meet jeopardy or other high
priority conditions
§ Closing a work order when the manual activities assigned to employees and/or
third parties have been completed
§ Supporting proactive and dynamic responses by executing and analyzing
operational reports

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Workforce Management

Process Identifier: 1.1.3.7

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Managing the staff performing manual activities along with managing the actual activity
being performed.

"Note: The current focus of the Manage Workforce processes is field Staff and others
managed through work orders, etc. There is opportunity for further study in subsequent
releases of eTOM, including:
 types and positioning of workforce (field technicians, services representatives, etc),
 other enterprise activities and other management of staff,
 decomposition and normalization considering information being acted on.
 Extended Description
 The responsibilities of the Manage Workforce processes is to manage the lifecycle of
work assignments or work orders carried out by the workforce. This will include
managing the workforce staff (directly or indirectly) employed by, or operating as part
of, the enterprise (i.e. technicians, clerks, managers, etc.) that are assigned to, and
perform the work specified.The staff directly managed by these processes include all
employees, contractors and who are paid by the enterprise. The staff indirectly
managed by these processes includes all employees, consultants and contractors
paid by third parties who have commercial arrangements with the enterprise.In the
cases where the third parties own and manage the service and/or resource
infrastructure the Manage Workforce processes are responsible for requesting
activities to be performed rather than directly assigning specific staff. The Manage
Workforce processes also enable reporting and monitoring of assigned
activities.Responsibilities of these processes include, but are not limited to:
 Establishing and managing work assignment queues through which requests for work
activities are received from eTOM processes;
 Establishing and managing staff lists, containing details about assignable staff such
as location, skills, availability for assignment etc.;
 Establishing, managing and distributing individuals work assignments to staff outlining
the daily, or other time breadth, work assignments;
 Establishing and managing fast-track and jeopardy re-assignment capabilities to
allow for modification of work assignments as required to meet jeopardy or other high
priority conditions;
 Managing appointment schedules, including viewing and scheduling of appointments;
 Managing work orders, including issuance and closure;
 Forecasting assignable staffing requirements on a daily, weekly and longer period
basis, based on historic work volume records, and forecast activity volumes;
 Determining work activity time estimates for all known work activities, based on actual
historic results or on forward estimates, to be used as a parameter for scheduling
work rosters;
 Establishing and managing recall capabilities to allow for out-of-hours staff recall in
the event of unforeseen circumstances;
 Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download scheduling and work assignment data
to and from the workforce management system(s);
 Establishing and managing information transfer between the enterprise workforce
management system(s) and those of external third parties (when the infrastructure is
owned and operated by third parties);

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 Ensuring workforce management system(s) accurately captures and records all

assignment and work scheduling details, through use of automated or manual audits;
 Tracking and monitoring of the usage of, and access to, the workforce management
system(s) and associated costs of the Manage Workforce processes, and reporting
on the findings; and
 Identifying any technical driven shortcomings of the workforce management
system(s), and providing input to Resource Development & Management processes
to rectify these issues.Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Manage Schedules & Appointments

Process Identifier: 1.1.3.7.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manages the appointment schedule of assignable staff.

Extended Description
The responsibilities of the Manage Appointment Schedule processes include the ability to
view the availability of appropriate assignable staff as well as being able to schedule an
appointment. Both the viewing and the scheduling may be based on availability of a
collection of staff and not a specific person. Similarly, times could be windows of time
(i.e. - AM or PM) or a specific time.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Assign Task and Dispatch Task (Deleted)

Process Identifier: 1.1.3.7.2 (This Process ID has been deliberately unused!)

Track & Manage Work Order (Deleted)

Process Identifier: 1.1.3.7.3 (This Process ID has been deliberately unused!)

Plan and Forecast Workforce Management

Process Identifier: 1.1.3.7.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for planning and forecasting future workload and workforce
availability demands and for making adjustments based on reports and forecasts.

Extended Description
Plan and Forecast Workforce processes are responsible for planning and forecasting the
workload of manual activities to be assigned to technicians within the enterprise and/or
third parties.

Responsibilities of these processes include, but are not limited to:

§ Forecasting the future demand for workforces based on work order statistics
§ Forecasting the workload and respective assignable staffing requirements on a
daily, weekly, and longer period basis, based on workload history, considering special
events (extraordinary activities), staff vacation considerations, and distributing the
available workforce in order to best meet the estimated load
§ Making adjustments, whenever necessary, to the estimated load:
§ Adjust duration estimates for all known work activities, based on actual historic
results or on forward estimates

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Administer and Configure Workforce Management

Process Identifier: 1.1.3.7.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Performing the activities necessary to configure a variety of workforce management
catalogs and settings required to assure that the assignable workforce is properly and
efficiently utilized.

Extended Description
The Administer and Configure Workforce Management processes perform the activities
required to configure a variety of workforce management catalogs and settings required
to assure that the assignable workforce is properly and efficiently utilized, and is
positioned to get the required work assigned and completed within the required time
frame. Administer and Configure Workforce Management scope includes the following:
§ Classifying different types of manual activities, including association with required
skill sets and job code descriptions
§ Managing work order specifications and their structure filled with sequences of
dependent work items. A work order can be decomposed into elementary parts that can
be completed by different people in different places and at different times. These
elementary pieces of work are called work items.
§ Managing individual technicians, allocating them to various workforce groups
(workforce pools, crews, etc.) and associating them with aggregations of skills they
possess, locations they cover, etc. This also includes potential "borrowing" of staff from
one group to another.
§ Establishing and managing organization lists, containing organizational charts,
serving area covered, etc.

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§ Consolidating employee and/or third-party working hours on a specific timeframe

basis (day, week, month) including management of various types of events; providing this
information to the Financial Management process for generating payroll and/or to the S/P
Settlement & Payments Management process for paying third parties.
§ Enabling and managing recall capabilities to allow for out-of-hours staff recall in
the event of unforeseen circumstances
§ Administering the appointment schedule, including the hours of operation of the
schedule, number of appointments allowed within a certain time block, etc.
§ Setting up and configuring the information transfer and integration with third-party
systems

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Workforce Management

Process Identifier: 1.1.3.7.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for monitoring the use of workforces, their KPIs, etc.

Extended Description
§ Preparing the statistical data on quality, productivity, and efficiency for the
services performed by the involved employees and/or third parties. These processes
record, analyze, and assess work order status changes to provide specialized summaries
of the efficiency and effectiveness of the overall Workforce Management processes.
These specialized summaries can be specific reports required by specific audiences.
§ Reporting on the use of, and access to, the workforce management system(s)
and associated costs of the Workforce Management processes.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close Work Order (Deleted)

Process Identifier: 1.1.3.7.7 (This Process ID has been deliberately unused!)

Issue Work Order (Deleted)

Process Identifier: 1.1.3.7.8 (This Process ID has been deliberately unused!)

1.1.3.7.1 Manage Schedules &

Appointments

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Figure 142. Manage Schedules & Appointments decomposition into level 4 processes

Workforce Management Schedule

Process Identifier: 1.1.3.7.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for keeping the schedule of available workforce actualized,
recalculating the availability schedule, and synchronizing actual workforce schedules with
third parties based on information about reserved and available units.

Extended Description
This process is responsible for keeping the schedule of the available workforce
actualized, recalculating the availability schedule and synchronizing actual workforce
schedules with third parties based on information about reserved and available units.

The Workforce Management Schedule scope includes the following:

§ Tracking and managing workforce schedules, reflecting the actual information on
workforce availability. Exchanging this information with involved third parties
§ Gathering and providing actual information on working hours to the Financial
Management process for generating the payroll and/or to the S/P Settlement & Payments
Management process for paying third parties
§ Enabling and managing recall capabilities to allow for out-of-hours staff recall in
the event of unforeseen circumstances
§ Managing the registration and access control processes that enable processes to
create, modify, update, delete, and/or download scheduling and work assignment data to
and from the workforce management system(s)
§ Ensuring that the workforce management system(s) accurately captures and
records all assignment and work scheduling details, through use of automated or manual
audits

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Manage Schedules & Appointments

Process Identifier: 1.1.3.7.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manages the appointment schedule of assignable staff.

Extended Description
The responsibilities of the Manage Appointment Schedule processes include the ability to
view the availability of appropriate assignable staff as well as being able to schedule an
appointment. Both the viewing and the scheduling may be based on availability of a
collection of staff and not a specific person. Similarly, times could be windows of time
(i.e. - AM or PM) or a specific time.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine Work Schedule

Process Identifier: 1.1.3.7.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
This process answers inquiries about available work capacity for a given time slot.

Extended Description
This process is responsible for answering inquiries from other processes (like CRM),
given a particular work task, about what timeframes the work can be performed in,
considering dependencies between work tasks. This process does not look for a
particular executor, but checks available work capacity in a particular time interval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Reservations

Process Identifier: 1.1.3.7.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for managing workforce reservations.

Extended Description
This process is responsible for managing workforce reservations. Once the reservation is
made for a work item, this work item is scheduled (not necessarily assigned yet).
The scope of Manage Reservations includes the following:
§ Creating, modifying, and deleting workforce reservations for particular work
items, taking into account dependencies between them

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§ Confirming, canceling, or expiring workforce reservations, including defining the

reservation expiration period

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Appointments

Process Identifier: 1.1.3.7.1.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manages the appointment schedule of assignable staff.

Extended Description
This process is responsible for managing the schedule of appointments which are formal
arrangements with customers about planned site visits. Appointments are associated with
particular work items to be done. The responsibilities of the Manage Appointment
Schedule process include the ability to view the availability of appropriate assignable staff
as well as the ability to schedule an appointment. Both the viewing and the scheduling
may be based on workforce availability and skill and not a specific person. Similarly,
times can be windows of time (i.e. AM or PM) or a specific time.
Manage Appointment Schedule scope includes the following:
§ Creating and canceling appointments, including required coordination with the
customer or request to CRM systems, for such coordinations and updates
§ In-flight modification, rescheduling, and cancellation of appointments

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.7.4 Plan and Forecast Workforce

Management

Figure 143. Plan and Forecast Workforce Management decomposition into level 4 processes

Forecast Demand

Process Identifier: 1.1.3.7.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for forecasting the future demand of workforces based on
work order statistics.

Extended Description

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This process is responsible for forecasting the future demand for workforces based on
work order statistics.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Plan and Forecast Workforce Management

Process Identifier: 1.1.3.7.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for planning and forecasting future workload and workforce
availability demands and for making adjustments based on reports and forecasts.

Extended Description
Plan and Forecast Workforce processes are responsible for planning and forecasting the
workload of manual activities to be assigned to technicians within the enterprise and/or
third parties.

Responsibilities of these processes include, but are not limited to:

§ Forecasting the future demand for workforces based on work order statistics
§ Forecasting the workload and respective assignable staffing requirements on a
daily, weekly, and longer period basis, based on workload history, considering special
events (extraordinary activities), staff vacation considerations, and distributing the
available workforce in order to best meet the estimated load
§ Making adjustments, whenever necessary, to the estimated load:
§ Adjust duration estimates for all known work activities, based on actual historic
results or on forward estimates

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Forecast Workforce Availability

Process Identifier: 1.1.3.7.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Forecasting workforce availability on a daily, weekly, and longer period basis.

Extended Description
Forecasting workforce availability on a daily, weekly, and longer period basis, based on
workload history, considering special events (extraordinary activities), staff vacation
considerations, and distributing the available workforce to best meet the estimated load

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Adjust Durations

Process Identifier: 1.1.3.7.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process is responsible for periodically recalculating the average time for performing
a work task.

Extended Description
This process is responsible for periodically recalculating the average time for performing
a work task. This duration is recorded in Work Specification.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.7.5 Administer and Configure

Workforce Management

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Figure 144. Administer and Configure Workforce Management decomposition into level 4 processes

Configure Skill Catalog

Process Identifier: 1.1.1.3.7.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process manages the catalog of technician’s skills, including description and
combination.

Extended Description
A skill represents an ability of a person or a group of people to fulfill a particular activity.
§ Managing the list of single skills and their combinations into wholesets and their
descriptions
§ Synchronizing the skill catalog with HR systems

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Administer and Configure Workforce Management

Process Identifier: 1.1.3.7.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Performing the activities necessary to configure a variety of workforce management
catalogs and settings required to assure that the assignable workforce is properly and
efficiently utilized.

Extended Description
The Administer and Configure Workforce Management processes perform the activities
required to configure a variety of workforce management catalogs and settings required
to assure that the assignable workforce is properly and efficiently utilized, and is
positioned to get the required work assigned and completed within the required time
frame. Administer and Configure Workforce Management scope includes the following:
§ Classifying different types of manual activities, including association with required
skill sets and job code descriptions
§ Managing work order specifications and their structure filled with sequences of
dependent work items. A work order can be decomposed into elementary parts that can
be completed by different people in different places and at different times. These
elementary pieces of work are called work items.
§ Managing individual technicians, allocating them to various workforce groups
(workforce pools, crews, etc.) and associating them with aggregations of skills they
possess, locations they cover, etc. This also includes potential "borrowing" of staff from
one group to another.
§ Establishing and managing organization lists, containing organizational charts,
serving area covered, etc.
§ Consolidating employee and/or third-party working hours on a specific timeframe
basis (day, week, month) including management of various types of events; providing this
information to the Financial Management process for generating payroll and/or to the S/P
Settlement & Payments Management process for paying third parties.
§ Enabling and managing recall capabilities to allow for out-of-hours staff recall in
the event of unforeseen circumstances
§ Administering the appointment schedule, including the hours of operation of the
schedule, number of appointments allowed within a certain time block, etc.

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§ Setting up and configuring the information transfer and integration with third-party
systems

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Configure Work Catalog

Process Identifier: 1.1.3.7.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process configures the specification of Work and Work Order, including description,
relationships, and rules.

Extended Description
§ Classifying different types of manual activities (or Work Items), including
association with required skill sets and job code descriptions
§ Managing work order specifications and their dependent work items
§ Establishing the conditions for work items to be instantiated while decomposing
work orders
§ Managing standard durations of work items to be performed, depending on a
variety of parameters

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Configure Schedules

Process Identifier: 1.1.3.7.5.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process creates the schedules for the organization, which show work requests and
employee capabilities and availabilities. The process also manages rules for appointment,
reservation, and assignment.

Extended Description
§ Establishing and managing the information transfer through which suppliers /
partners report on their workforce parameters and schedules
§ Establishing a workforce schedule which provides a single view of their
capabilities and availabilities, taking into account both their own company's workforces
and workforces provided by suppliers/partners
§ Identifying a resource plan, which is the time frame-based association of
workforce with types of work. This means that associated workforce units are supposed
to perform particular types of work in a specified timeframe. This schedule provides a
view of the workforce in terms of work availability. It may be used for limiting and
balancing work and appointments between several workforce sources and for optimizing
the use of the total workforce.
§ Managing assignment/re-assignment rules, prioritization criteria, based on the
organizational settings, type of location, type of jobs, and minimizing the cost of
reassignments
§ Defining restriction rules for appointment scheduling, such as the number of
appointments allowed within a certain block of time, etc.
§ Defining restriction rules for workforce reservations such as number of
concurrent reservations for a particular workforce source, etc.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Administer Human Resources Catalog

Process Identifier: 1.1.3.7.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process configures the catalog of field technicians, including description, grouping,
hours, relationships, and rules.

Extended Description
§ Managing individual technicians, allocating them to various workforce groups,
(workforce pools, crews, etc.), forming holistic assignable units
§ Associating human resources with aggregations of skills they posses, locations they
cover, tools and devices they can operate, etc.
§ Establishing basic working and non-working hours of human resources, including the
allocation of technicians to shifts
§ Managing a list of technician activities divided into two types: extending available
working hours (because of overtime, for example) and reducing working hours (to allow
for activities such as training and meetings)
§ Establishing the rules by which some types of activities can be ignored
§ Establishing interaction with HR systems for data transfer and synchronization

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Administer Registration and Access

Process Identifier: 1.1.3.7.5.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process manages the registration and access rights for various users, including
third-party systems, of the workforce management solution.

Extended Description
§ Defining user access rights, permissions, and rules depending on operations or
actions
§ Establishing rules and permissions for third-party system integrations and data
exchange
§ Tracking and monitoring the use of, and access to, the workforce management
system(s) and associated costs of the Workforce Management processes
§ Establishing and managing information transfer between the enterprise workforce
management system(s) and those of external third parties
§ Identifying any technically driven shortcomings of the workforce management
system(s), and providing input to Resource Development & Management processes to
rectify these issues

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Administer Organizations Catalog

Process Identifier: 1.1.3.7.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process manages the description of the organizational structure of the CSP or field
service partners.

Extended Description
A CSP may have their own employees who fulfill all assurance and fulfillment jobs. The
company may also delegate some of its work (or all of its work) to third-party companies
that are called suppliers/partners. Both the CSP company and suppliers/partners are
called organizations.
§ Establishing and managing an organization list, containing organizational chart,
covered serving areas, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Configure Logging and Audit

Process Identifier: 1.1.3.7.5.8

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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This process manages the logging and audit functions of the workforce management
solution.

Extended Description
§ Establishing system event logging, rules, and events that should be handled
§ Configuring logging details and storage
§ Establishing audit functions and rules
§ Configuring notifications and post-functions (action to be performed when a task
is complete)

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Administer Tools and Materials Catalog

Process Identifier: 1.1.3.7.5.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process manages the catalog of tools and materials for field service.

Extended Description
This process is responsible for managing the catalog of tools and materials that are
required to fulfill various types of work.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.3.7.9 Manage Work Order Lifecycle

Figure 145. Manage Work Order Lifecycle decomposition into level 4 processes

Issue Work Order

Process Identifier: 1.1.3.7.9.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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The purpose of the Issue Work Order process is to issue correct and complete work
orders. It can be called by other processes (as in CRM) to issue a new Work Order, to be
handled further by WFM.

Extended Description
Issue Work Order scope includes the following:
 Issuing correct and complete work orders. The work orders may be required to
complete pertinent manual work such as a fulfillment-based resource order or an
assurance trouble report coming from third-party systems
 Initiating work order issuance through handheld devices by a technician from the field
 Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Manage Work Order Lifecycle

Process Identifier: 1.1.3.7.9

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
A Work Order is an aggregation of jobs that are to be completed to achieve some
business goal: to provide a customer service, to fix a problem, etc. Work Order Lifecycle
Management processes are responsible for processing and monitoring the execution of a
work order through its entire lifecycle, from issuance to closing. This includes, among
other steps, validation, analysis, and decomposing a work order into work items,
aggregating them, and assigning them to employees and/or third parties. These
processes also detect problems with completing the work, and requesting Work Order
reassignment to reallocate manual activities to solve the issue.

It should be noted that the Work Order execution sub process (by a field technician) is not
explicitly covered here, but rather its monitoring is the responsibility of the Track and
Manage work order sub process.

Extended Description
Responsibilities of these processes include, but are not limited to:

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§ Issuing correct and complete work orders

§ Decomposing a work order into elementary work items
§ Managing task assignments
§ Tracking and managing dispatching
§ Manually executing an order by an assignee
§ Monitoring the execution of assigned activities, including the various states of
dispatch, complete, suspend, cancel, etc. as well as requesting work reassignments
§ Establishing and managing fast-track and jeopardy re-assignment capabilities to
allow for modification of work assignments as required to meet jeopardy or other high
priority conditions
§ Closing a work order when the manual activities assigned to employees and/or
third parties have been completed
§ Supporting proactive and dynamic responses by executing and analyzing
operational reports

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track and Manage Work Order

Process Identifier: 1.1.3.7.9.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track and Manage Work Order processes are responsible for monitoring the execution of
assigned manual activities to employees and/or third parties, detecting potential problems
with completing the work, and requesting escalation or reassignment to solve the issue.

Extended Description
Track and Manage Work Order scope includes the following:

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§ Monitoring the status and progress of various tasks, including the various states
of the work order
§ Managing transitions of orders and tasks and work items between their states,
including operations performed from handheld devices
§ Propagating statuses from tasks and work items to work orders
§ Managing updates to orders, including in-flight changes and cancelations
§ Monitoring jeopardies and responding to them, including predefined actions such
as work reassignment, escalations, notifications, etc.
§ Manually executing the order by an assignee
§ Indicating completion of a work order by modifying its status

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze and Decompose Work Order

Process Identifier: 1.1.3.7.9.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process analyzes and decomposes a Work Order into work items according to Work
Catalog, and groups them for optimal execution.

Extended Description
The scope of the Analyze and Decompose Work Order process includes the following:
§ Decomposing work orders into elementary dispatchable manual activities (i.e.,
work items). Decomposition may be performed according to decomposition rules or by
conditional instantiation of work items from work order specification.
§ Establishing materials, parts, tools, and equipment required to perform manual
activities

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§ Restructuring and correlating (grouping) decomposed Work Orders or work items

in order to create new ones, containing manual activities (work items) combined on the
basis of predefined criteria such as skills required, location, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close Work Order

Process Identifier: 1.1.3.7.9.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a Work Order when the manual activities assigned to employees and/or third
parties have been completed.

Extended Description
The objective of the Close Work Order processes is to:
§ Close a Work Order when the tasks and work items assigned to employees
and/or third parties have been completed. These processes monitor the status of all open
work orders, and recognize that a work order is ready to be closed when the status is
changed to Complete.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Assign Task

Process Identifier: 1.1.3.7.9.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
The Assign Task process is responsible for assigning manual activities, described by
work items (components of work orders), to assignable staff within the enterprise and/or
third parties.

Extended Description
The association of a work item with a technician who is assigned to this work is a task, or,
task assignment is a work item assignment to a particular performer.

The scope of the Assign Task process includes the following:

§ Establishing and managing work assignment queues through which requests for
task assignments are received from other eTOM processes
§ Automatic, manual, or semi-automatic assigning and scheduling based on
optimization of the task, taking into consideration various parameters including the
following:
§ Work order priority
§ Associated SLAs
§ Work order due date
§ Skills required to perform work
§ Dependencies between work tasks
§ Job location relative to other assignments made to the dispatchable staff
§ Workload of staff
§ Staff availability hours
§ Required materials, spares, and tools availability
§ Maintaining bulk assignment capabilities
§ Managing relocation of other previously scheduled tasks which have floating
work schedules, aiming at increasing manpower availability

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§ Optimizing the assignment of tasks to technicians selected according to skills,

proximity to intervention site, technician availability, vehicles, equipment, and special
tools required to perform these activities
§ Interacting with GIS for route optimization between task locations
§ Defining “density distribution” patterns for bulk automated assignments of
technicians for the entire day to provide the capability to “insert” new assignments
throughout a work day based on priority work that might arise
§ Viewing the availability schedule of assignable staff from various workforce
sources
§ Preparing information to be dispatched as updates to already-dispatched tasks

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report on Work Order

Process Identifier: 1.1.3.7.9.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
The Report on Work Order process manages status and notifications and executes
various reports about work orders.

Extended Description
The Report on Work Order scope includes the following:
§ Executing reports on work orders, work items, and tasks being performed
§ Monitoring the status of work orders and managing notifications to processes and
other parties registered to receive notifications of any status changes
§ Executing performance reports for various workforces

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Dispatch Task

Process Identifier: 1.1.3.7.9.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process dispatches technicians and/or third parties to perform manual activities.

Extended Description
The Dispatch Task scope includes the following:
§ Dispatching assigned tasks to the appropriate performer (e.g. a single technician
or a crew) from the company’s workforce or from a third-party workforce to perform
manual activities
§ Managing the dispatching process via various channels
§ Monitoring various dispatch states
§ Managing the delivery of reassignments and changes to all affected performers
§ Managing notification profiles and rules
§ Managing settings required for proper task dispatching

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.1.4.1 S/PRM Support & Readiness

Figure 146. S/PRM Support & Readiness decomposition into level 3 processes

S/PRM Support & Readiness

Process Identifier: 1.1.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
S/PRM Support & Readiness processes are responsible for ensuring that all necessary
facilities related to the interaction with suppliers and partners are ready and functioning.
Moreover, these processes are responsible for the resolution of problems related to these
facilities.

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Extended Description
S/PRM Support & Readiness processes are responsible for ensuring that management
processes are in place to engage Suppliers/Partners who own and manage infrastructure,
and provide infrastructure capabilities to the Service Provider. They are also responsible
for ensuring that necessary facilities related to the interaction with Suppliers/Partners in
delivering S/P products and/or services to support Service Provider owned and managed
infrastructure are ready and functioning.
External suppliers/partners are engaged by the service provider in infrastructure level
activities when the service provider has outsourced the relevant infrastructure ownership
and management to suppliers/partners (i.e. outsourced network or IT bureau
arrangements).
Responsibilities of these processes include, but are not limited to:
 Developing the procedures for the specific S/PRM processes supporting the
Fulfillment, Assurance and Billing processes and keep them up-to-date;
 Undertaking, and reporting on, trend analysis on S/PRM processes, including types of
associated requests, response duration, delays and other process measures;
 Establishing and managing S/P requisition processes for obtaining S/P products
and/or services;
 Establishing and managing S/P problem and performance resolution processes for
S/P products and/or services;
 Establishing and managing payments and settlements processes to manage S/P
invoices for S/P products and/or services (as well as for purchased S/P product
offerings where the Supplier/Partner owns and manages the infrastructure);
 Arranging and administering Supplier/Partner access to Service Provider support
tools and facilities, and vice versa;
 Monitoring and reporting on requests made to Suppliers/Partners where the
Supplier/Partner owns and manages the particular infrastructure,
 Establishing and managing automated interfaces between the Service Provider and
Supplier/Partner; and
 Maintaining the currency and quality of the Supplier/Partner Inventory to support the
S/PRM and other processes.
 Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Support S/P Requisition Management

Process Identifier: 1.1.4.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Manage engagement with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes are
operating effectively.

Extended Description
The purpose of the Support S/P Requisition Management processes is twofold - to
manage requisition activity with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes can
operate effectively.
External suppliers/partners are engaged by the service provider in infrastructure level
provisioning-related activities when the service provider has outsourced the relevant
infrastructure ownership and management to suppliers/partners (i.e. outsourced network
or IT bureau arrangements).
The actual engagement with the supplier/partner is initiated by the specific fulfillment or
provisioning enablement processes of the CRM, RM&O or SM&O process layers.
Where Enable S/P Requisition Management processes are engaged to manage new
and/or modified infrastructure deployment and/or capacity availability, these processes
are responsible to ensure on-time and correct deployment and delivery of the requested
infrastructure.
For the S/P Requisition Management processes the role of the Support S/P Requisition
Management processes is to make sure that there is sufficient process capacity and
capability (for example, information, materials, systems and resources) so that the S/P
Requisition Management processes can operate effectively. Examples are: information
on how to process requisitions for specific S/P products, materials needed to confirm
requisition requests, systems needed to validate supplier/partner product and service
availability.
The responsibilities of these processes include, but are not limited to:
 arranging and managing supplier/partner access to appropriate service provider
infrastructure deployment support tools (including any appropriate Inventories) and
processes;
 arranging and managing service provider access to appropriate supplier/partner
infrastructure deployment support tools (including any appropriate Inventories) and
processes;
 oversight of supplier/partner roll-out, in accordance with approved plans, of the
approved new and/or modified infrastructure;
 reporting on deployed supplier/partner resource infrastructure capacity;
 tracking and monitoring of the requested supplier/partner infrastructure deployment;
 reporting on supplier/partner deployment capability; · establishing and managing
supplier/partner requisition notification facilities and lists to support the S/P
Requisition Management notification and reporting processes;
 updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure deployment requests and progress;
 updating supplier/partner product and/or service information, etc to support the
S/PRM processes; and
 undertaking, and reporting on, trend analysis on S/P Requisition Management
processes, including types of associated requisition requests, response duration,
delays and other process measures.

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 Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Support S/P Problem Reporting & Management

Process Identifier: 1.1.4.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage problem resolution activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Problem Reporting & Management
processes can operate effectively.

Extended Description
The purpose of the Support S/P Problem Reporting & Management processes is twofold -
to manage problem resolution activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Problem Reporting & Management
processes can operate effectively.
External suppliers/partners are engaged by the service provider in infrastructure level
problem-related activities when the service provider has outsourced the relevant
infrastructure ownership and management to suppliers/partners (i.e. outsourced network
or IT bureau arrangements).

The actual engagement with the supplier/partner is initiated by the specific problem or
trouble management support processes of the CRM, RM&O or SM&O process layers.
Where Support S/P Problem Reporting & Management processes are engaged to
manage infrastructure-level problems, these processes are responsible to ensure on-time
and correct resolution and recovery.

For the S/P Problem Reporting & Management processes the role of the Support S/P
Problem Reporting & Management processes is to ensure that there is capability (for
example, information, materials, systems and resources) so that the S/P Problem
Reporting & Management processes can operate effectively.

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The responsibilities of these processes include, but are not limited to:

· Arranging and managing supplier/partner access to appropriate service provider

problem and/or trouble management support tools (including any appropriate Inventories)
and processes;
· Arranging and managing service provider access to appropriate supplier/partner
problem management support tools (including any appropriate Inventories) and
processes;
· Monitoring and reporting on supplier/partner progress towards resolving reported S/P
infrastructure problems;
· Initiating reviews and recommendations for S/P infrastructure performance
improvements;
· Updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure problem reports and progress; and
· Undertaking, and reporting on, trend analysis on S/P Problem Reporting & Management
processes, including types of associated problem reports, response duration, delays and
other process measures.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support S/P Performance Management

Process Identifier: 1.1.4.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage performance restoration activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Performance Management
processes can operate effectively.

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Extended Description
The purpose of the Support S/P Performance Management processes is twofold - to
manage performance restoration activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Performance Management
processes can operate effectively.
External suppliers/partners are engaged by the service provider in infrastructure level
performance-related activities when the service provider has outsourced the relevant
infrastructure ownership and management to suppliers/partners (i.e. outsourced network
or IT bureau arrangements).
The actual engagement with the supplier/partner is initiated by the specific performance
support processes of the CRM, RM&O or SM&O process layers. Where Support S/P
Performance Management processes are engaged to resolve infrastructure level
performance issues, these processes are responsible to ensure on-time and correct
resolution and re-establishment of normal infrastructure operation.

For the S/P Performance Management processes the role of the Support S/P
Performance Management processes is to ensure that there is capability (for example,
information, materials, systems and resources) so that the S/P Performance Management
processes can operate effectively.

The responsibilities of these processes include, but are not limited to:

 Arranging and managing supplier/partner access to appropriate service provider

performance management support tools (including any appropriate Inventories) and
processes;
 Arranging and managing service provider access to appropriate supplier/partner
performance management support tools (including any appropriate Inventories) and
processes;
 Monitoring and reporting on supplier/partner progress towards resolving reported
infrastructure performance issues;
 Initiating reviews and recommendations for S/P infrastructure performance
improvements;
 Updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure performance resolution requests and progress;
 Updating supplier/partner product and/or service performance information, etc to
support the S/PRM processes; and
 Undertaking and reporting on, trend analysis on S/P Performance Management
processes, including types of associated performance resolution requests, response
duration, delays and other process measures.
 Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions

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 Reserved for future use.

Support S/P Settlements & Payments Management

Process Identifier: 1.1.4.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that there is capability (for example, information, materials, systems and
resources) so that the S/P Settlements & Payments Management processes can operate
effectively

Extended Description
The purpose of the Support S/P Settlements & Payments Management processes is to
ensure that there is capability (for example, information, materials, systems and
resources) so that the S/P Settlements & Payments Management processes can operate
effectively. Examples are information on how to respond to current settlements and
payment issues with suppliers and partners, materials needed to process payments and
invoices with suppliers and partners: systems needed to create payments, handle
invoices or analyze supplier/partner payment and settlement concerns, requests for
provisioning of additional resources where it has been identified that current levels will
impact on timely payment preparation, and complaint handling.
External suppliers/partners are engaged by the service provider in infrastructure level
payment and settlement-related activities when the service provider has outsourced the
relevant infrastructure ownership and management to suppliers/partners (i.e. outsourced
network or IT bureau arrangements).
These processes undertake trend analysis on payment and invoicing, including problems,
delays and complaints.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Support S/P Interface Management

Process Identifier: 1.1.4.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that there is capability so that the S/P Interface Management processes can
operate effectively

Extended Description
The purpose of the Support S/P Interface Management processes is to ensure that there
is capability (for example, information, materials, systems and resources) so that the S/P
Interface Management processes can operate effectively. Examples are information on
how to handle unusual requests based on temporary situations, systems needed to
accept and track supplier/partner contacts, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely contact
handling.
These processes are responsible for implementing generic and specific changes to
supplier/partner interfaces. This support could be in updating agent scripts, Web pages,
etc. Support S/P Interface Management processes keep up to date all information
concerning suppliers and partners.
These processes undertake trend analysis on supplier/partner contacts, e.g. type,
frequency, duration, outcome.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Supplier/Partner Inventory

Process Identifier: 1.1.4.1.6

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the administration of the enterprise's supplier/partner inventory.

Extended Description
The purpose of the Manage Supplier/Partner Inventory processes are twofold - establish,
manage and administer the enterprise's supplier/partner inventory, as embodied in the
Supplier/Partner Inventory Database, and monitor and report on the usage and access to
the supplier/partner inventory, and the quality of the data maintained in it.

The supplier/partner inventory maintains records of all commercial arrangements with

supplier/partners, and any modifications to them. It also records all details of contacts
with suppliers/partners as well as commercial information, including details of S/P
products and services, required to support S/PRM and other processes.

The supplier/partner inventory is also responsible for maintaining the association between
product instances, service instances, resource instances and S/P product instances,
created as a result of the S/P Requisition Management processes.

Responsibilities of these processes include, but are not limited to:

 Identifying the inventory-relevant information requirements to be captured to support
the S/P Relationship Management and other processes;
 Identifying, establishing and maintaining supplier/partner inventory repository
facilities;
 Establishing and managing the supplier/partner inventory management and
information capture processes;
 Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download supplier/partner data to and from the
supplier/partner inventory;
 Ensuring the supplier/partner inventory repository accurately captures and records all
identified supplier/partner details, through use of automated or manual audits;
 Tracking and monitoring of the usage of, and access to, the supplier/partner inventory
repository and associated costs, and reporting on the findings; and
 Identifying any technical driven shortcomings of the supplier/partner inventory
repository, and providing input to Resource Development & Management processes
to rectify these issues.
 Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions

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 Reserved for future use.

1.1.4.1.1 Support S/P Requisition

Management

Figure 147. Support S/P Requisition Management decomposition into level 4 processes

Support S/P Requisition Management

Process Identifier: 1.1.4.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage engagement with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes are
operating effectively.

Extended Description
The purpose of the Support S/P Requisition Management processes is twofold - to
manage requisition activity with suppliers/partners who own and manage outsourced
infrastructure, and to ensure that the S/P Requisition Management processes can
operate effectively.
External suppliers/partners are engaged by the service provider in infrastructure level
provisioning-related activities when the service provider has outsourced the relevant
infrastructure ownership and management to suppliers/partners (i.e. outsourced network
or IT bureau arrangements).
The actual engagement with the supplier/partner is initiated by the specific fulfillment or
provisioning enablement processes of the CRM, RM&O or SM&O process layers.

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Where Enable S/P Requisition Management processes are engaged to manage new
and/or modified infrastructure deployment and/or capacity availability, these processes
are responsible to ensure on-time and correct deployment and delivery of the requested
infrastructure.
For the S/P Requisition Management processes the role of the Support S/P Requisition
Management processes is to make sure that there is sufficient process capacity and
capability (for example, information, materials, systems and resources) so that the S/P
Requisition Management processes can operate effectively. Examples are: information
on how to process requisitions for specific S/P products, materials needed to confirm
requisition requests, systems needed to validate supplier/partner product and service
availability.
The responsibilities of these processes include, but are not limited to:
 arranging and managing supplier/partner access to appropriate service provider
infrastructure deployment support tools (including any appropriate Inventories) and
processes;
 arranging and managing service provider access to appropriate supplier/partner
infrastructure deployment support tools (including any appropriate Inventories) and
processes;
 oversight of supplier/partner roll-out, in accordance with approved plans, of the
approved new and/or modified infrastructure;
 reporting on deployed supplier/partner resource infrastructure capacity;
 tracking and monitoring of the requested supplier/partner infrastructure deployment;
 reporting on supplier/partner deployment capability; · establishing and managing
supplier/partner requisition notification facilities and lists to support the S/P
Requisition Management notification and reporting processes;
 updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure deployment requests and progress;
 updating supplier/partner product and/or service information, etc to support the
S/PRM processes; and
 undertaking, and reporting on, trend analysis on S/P Requisition Management
processes, including types of associated requisition requests, response duration,
delays and other process measures.
 Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Arrange and Manage Access from S/P to Service Provider Provisioning Tools and
Processes

Process Identifier: 1.1.4.1.1.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Performing the supervision of the interfaces from S/P to Service Provider support tools in
order to keep always up and running the accessibility.

Extended Description
• Arranging and managing supplier/partner access to appropriate service provider
infrastructure deployment support tools (including any appropriate Inventories) and
processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Arrange and Manage Access to Supplier/Partner Tools and Processes

Process Identifier: 1.1.4.1.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Supervising of the interfaces from Service Provider to S/P support tools in order to keep
always up and running the accessibility.

Extended Description
· Arranging and managing service provider access to appropriate supplier/partner
problem management support tools (including any appropriate Inventories) and
processes;

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Supervise S/P Rollout & and Report S/P Capacity

Process Identifier: 1.1.4.1.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Supervising the rollout activities of new and/or modified resource infrastructure.
Monitoring and reporting on S/P capacity and capability.

Extended Description
• Oversight of supplier/partner roll-out, in accordance with approved plans, of the
approved new and/or modified infrastructure;
• reporting on deployed supplier/partner resource infrastructure capacity;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Monitoring S/P Requested Infrastructure Deployment

Process Identifier: 1.1.4.1.1.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Tracking and monitoring of the requested S/P infrastructure deployment in order to
provide inputs to the Inventory.

Extended Description
• tracking and monitoring of the requested supplier/partner infrastructure deployment;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Reporting S/P Deployment Capability

Process Identifier: 1.1.4.1.1.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Supporting the deployment of these support tools and any problem resolution to their
functionality.

Extended Description

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• reporting on supplier/partner deployment capability; • establishing and managing

supplier/partner requisition notification facilities and lists to support the S/P Requisition
Management notification and reporting processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Detect impact on S/P Inventory Infrastructure and Update

Process Identifier: 1.1.4.1.1.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Receiving and sending related information over over communication channel in order to
update the supplier/partner Inventory.

Extended Description
• updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure deployment requests and progress;
• updating supplier/partner product and/or service information, etc to support the S/PRM
processes; and

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Analyzing S/P Requisition Processes Performance

Process Identifier: 1.1.4.1.1.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyzing trend analysis reports and managing requisition processes perfomance.

Extended Description
• undertaking, and reporting on, trend analysis on S/P Requisition Management
processes, including types of associated requisition requests, response duration, delays
and other process measures.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.4.1.2 Support S/P Problem Reporting &

Management

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Figure 148. Support S/P Problem Reporting & Management decomposition into level 4 processes

Support S/P Problem Reporting & Management

Process Identifier: 1.1.4.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage problem resolution activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Problem Reporting & Management
processes can operate effectively.

Extended Description
The purpose of the Support S/P Problem Reporting & Management processes is twofold -
to manage problem resolution activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Problem Reporting & Management
processes can operate effectively.
External suppliers/partners are engaged by the service provider in infrastructure level
problem-related activities when the service provider has outsourced the relevant
infrastructure ownership and management to suppliers/partners (i.e. outsourced network
or IT bureau arrangements).

The actual engagement with the supplier/partner is initiated by the specific problem or
trouble management support processes of the CRM, RM&O or SM&O process layers.
Where Support S/P Problem Reporting & Management processes are engaged to
manage infrastructure-level problems, these processes are responsible to ensure on-time
and correct resolution and recovery.

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For the S/P Problem Reporting & Management processes the role of the Support S/P
Problem Reporting & Management processes is to ensure that there is capability (for
example, information, materials, systems and resources) so that the S/P Problem
Reporting & Management processes can operate effectively.

The responsibilities of these processes include, but are not limited to:

· Arranging and managing supplier/partner access to appropriate service provider

problem and/or trouble management support tools (including any appropriate Inventories)
and processes;
· Arranging and managing service provider access to appropriate supplier/partner
problem management support tools (including any appropriate Inventories) and
processes;
· Monitoring and reporting on supplier/partner progress towards resolving reported S/P
infrastructure problems;
· Initiating reviews and recommendations for S/P infrastructure performance
improvements;
· Updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure problem reports and progress; and
· Undertaking, and reporting on, trend analysis on S/P Problem Reporting & Management
processes, including types of associated problem reports, response duration, delays and
other process measures.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Arrange and Manage Access for S/P to Service Provider Problem Mgmt. Tools and
Processes

Process Identifier: 1.1.4.1.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Performing the supervision of the interfaces from S/P to Service Provider support tools in
order to keep always up and running the accessibility.

Extended Description
· Arranging and managing supplier/partner access to appropriate service provider
problem and/or trouble management support tools (including any appropriate Inventories)
and processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Arrange and Manage Access to Supplier/Partner Tools and Processes

Process Identifier: 1.1.4.1.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Supervising of the interfaces from Service Provider to S/P support tools in order to keep
always up and running the accessibility.

Extended Description
· Arranging and managing service provider access to appropriate supplier/partner
problem management support tools (including any appropriate Inventories) and
processes;

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor, Report for S/P Performance and Provide Recommendations

Process Identifier: 1.1.4.1.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Supervising S/P problem resolution progress and planing for the necessary
improvements.

Extended Description
· Monitoring and reporting on supplier/partner progress towards resolving reported S/P
infrastructure problems;
· Initiating reviews and recommendations for S/P infrastructure performance
improvements;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Detect Change on S/P Inventory Infrastructure and Update

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Process Identifier: 1.1.4.1.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
[Not Available]

Extended Description
· Updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure performance resolution requests and progress;
· Updating supplier/partner product and/or service performance information, etc to
support the S/PRM processes; and

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyzing S/P Problem Processes Performance

Process Identifier: 1.1.4.1.2.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyzing trend analysis reports and managing S/P problem reporting and mgmt.
processes perfomance.

Extended Description
· Undertaking, and reporting on, trend analysis on S/P Problem Reporting & Management
processes, including types of associated problem reports, response duration, delays and

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other process measures.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.4.1.3 Support S/P Performance

Management

Figure 149. Support S/P Performance Management decomposition into level 4 processes

Support S/P Performance Management

Process Identifier: 1.1.4.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Manage performance restoration activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Performance Management
processes can operate effectively.

Extended Description
The purpose of the Support S/P Performance Management processes is twofold - to
manage performance restoration activity with suppliers/partners who own and manage
outsourced infrastructure, and to ensure that the S/P Performance Management
processes can operate effectively.
External suppliers/partners are engaged by the service provider in infrastructure level
performance-related activities when the service provider has outsourced the relevant
infrastructure ownership and management to suppliers/partners (i.e. outsourced network
or IT bureau arrangements).
The actual engagement with the supplier/partner is initiated by the specific performance
support processes of the CRM, RM&O or SM&O process layers. Where Support S/P
Performance Management processes are engaged to resolve infrastructure level
performance issues, these processes are responsible to ensure on-time and correct
resolution and re-establishment of normal infrastructure operation.

For the S/P Performance Management processes the role of the Support S/P
Performance Management processes is to ensure that there is capability (for example,
information, materials, systems and resources) so that the S/P Performance Management
processes can operate effectively.

The responsibilities of these processes include, but are not limited to:

 Arranging and managing supplier/partner access to appropriate service provider

performance management support tools (including any appropriate Inventories) and
processes;
 Arranging and managing service provider access to appropriate supplier/partner
performance management support tools (including any appropriate Inventories) and
processes;
 Monitoring and reporting on supplier/partner progress towards resolving reported
infrastructure performance issues;
 Initiating reviews and recommendations for S/P infrastructure performance
improvements;
 Updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure performance resolution requests and progress;
 Updating supplier/partner product and/or service performance information, etc to
support the S/PRM processes; and
 Undertaking and reporting on, trend analysis on S/P Performance Management
processes, including types of associated performance resolution requests, response
duration, delays and other process measures.
 Explanatory
 Reserved for future use.

 Mandatory

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 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Arrange and Manage Access for S/P to Service Performance Mgmt. Tools and Processes

Process Identifier: 1.1.4.1.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Performing the supervision of the interfaces from S/P to Service Provider performance
support tools in order to keep always up and running the accessibility.

Extended Description
· Arranging and managing supplier/partner access to appropriate service provider
performance management support tools (including any appropriate Inventories) and
processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Arrange and Manage Access to Supplier/Partner Service Performance Mgmt. Tools and
Processes

Process Identifier: 1.1.4.1.3.2

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Supervising of the interfaces from Service Provider to S/P support tools in order to keep
always up and running the accessibility.

Extended Description
· Arranging and managing service provider access to appropriate supplier/partner
performance management support tools (including any appropriate Inventories) and
processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor and Report S/P Performance Issues and Provide Recommendations

Process Identifier: 1.1.4.1.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Supervising S/P performance issues resolution progress and planing for the necessary
improvements.

Extended Description
· Monitoring and reporting on supplier/partner progress towards resolving reported
infrastructure performance issues;
· Initiating reviews and recommendations for S/P infrastructure performance
improvements;

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Detect Change on S/P Inventory Infrastructure and Update

Process Identifier: 1.1.4.1.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
[Not Available]

Extended Description
· Updating the Supplier/Partner Inventory of any changes to the supplier/partner
infrastructure performance resolution requests and progress;
· Updating supplier/partner product and/or service performance information, etc to
support the S/PRM processes; and

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Analyzing S/P Performance Processes's Performance

Process Identifier: 1.1.4.1.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyzing trend analysis reports and managing S/P performance reporting and mgmt.
processes perfomance.

Extended Description
· Undertaking and reporting on, trend analysis on S/P Performance Management
processes, including types of associated performance resolution requests, response
duration, delays and other process measures.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.4.1.4 Support S/P Settlements &

Payments Management

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Figure 150. Support S/P Settlements & Payments Management decomposition into level 4 processes

Support S/P Settlements & Payments Management

Process Identifier: 1.1.4.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that there is capability (for example, information, materials, systems and
resources) so that the S/P Settlements & Payments Management processes can operate
effectively

Extended Description
The purpose of the Support S/P Settlements & Payments Management processes is to
ensure that there is capability (for example, information, materials, systems and
resources) so that the S/P Settlements & Payments Management processes can operate
effectively. Examples are information on how to respond to current settlements and
payment issues with suppliers and partners, materials needed to process payments and
invoices with suppliers and partners: systems needed to create payments, handle
invoices or analyze supplier/partner payment and settlement concerns, requests for
provisioning of additional resources where it has been identified that current levels will
impact on timely payment preparation, and complaint handling.
External suppliers/partners are engaged by the service provider in infrastructure level
payment and settlement-related activities when the service provider has outsourced the
relevant infrastructure ownership and management to suppliers/partners (i.e. outsourced
network or IT bureau arrangements).
These processes undertake trend analysis on payment and invoicing, including problems,
delays and complaints.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Arrange Facilities, Tools and Systems to Support Processes

Process Identifier: 1.1.4.1.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
· Making sure that there is capability (for example, information, materials, systems and
resources) so that the S/P Settlements & Payments Management processes can operate
effectively.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze S/P Settlements & Payments Process Performance

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Process Identifier: 1.1.4.1.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
· These processes undertake trend analysis on payment and invoicing, including
problems, delays and complaints.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.4.1.5 Support S/P Interface

Management

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Figure 151. Support S/P Interface Management decomposition into level 4 processes

Support S/P Interface Management

Process Identifier: 1.1.4.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that there is capability so that the S/P Interface Management processes can
operate effectively

Extended Description
The purpose of the Support S/P Interface Management processes is to ensure that there
is capability (for example, information, materials, systems and resources) so that the S/P
Interface Management processes can operate effectively. Examples are information on
how to handle unusual requests based on temporary situations, systems needed to
accept and track supplier/partner contacts, requests for the provisioning of additional
resources where it has been identified that current levels will impact on timely contact
handling.
These processes are responsible for implementing generic and specific changes to
supplier/partner interfaces. This support could be in updating agent scripts, Web pages,
etc. Support S/P Interface Management processes keep up to date all information
concerning suppliers and partners.
These processes undertake trend analysis on supplier/partner contacts, e.g. type,
frequency, duration, outcome.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Check Interface List,Status and Availability

Process Identifier: 1.1.4.1.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
· Checking the interface process capability (e.g. interconnection system availability,
information system functionality and capacity, automated procedures between interface
support tools, etc.);
· Making sure that the interface contact list contains all the related information used to
communicate with S/P e.g. the name of interface, description, technical parameters,
reference to documentation etc.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Identify Contact Changes and Update

Process Identifier: 1.1.4.1.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
· Implementing generic and specific changes to supplier/partner interfaces (example:
updating agent scripts, Web pages, etc.
· Gathering all the information available related to the contact identified and keep up to
date all information concerning suppliers and partners..

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess S/P Interface Performance

Process Identifier: 1.1.4.1.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
· Undertaking the trend analysis on supplier/partner contacts, e.g. type, frequency,
duration, outcome.

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Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.4.1.6 Manage Supplier/Partner

Inventory

Figure 152. Manage Supplier/Partner Inventory decomposition into level 4 processes

Manage Supplier/Partner Inventory

Process Identifier: 1.1.4.1.6

Process Context
This process element represents part of the overall enterprise, modeled in business process terms, and
can be applied (ie “instantiated”) with other similar process elements for application within a specific

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organization or domain.

Brief Description
Manage the administration of the enterprise's supplier/partner inventory.

Extended Description
The purpose of the Manage Supplier/Partner Inventory processes are twofold - establish, manage and
administer the enterprise's supplier/partner inventory, as embodied in the Supplier/Partner Inventory
Database, and monitor and report on the usage and access to the supplier/partner inventory, and the
quality of the data maintained in it.

The supplier/partner inventory maintains records of all commercial arrangements with supplier/partners,
and any modifications to them. It also records all details of contacts with suppliers/partners as well as
commercial information, including details of S/P products and services, required to support S/PRM and
other processes.

The supplier/partner inventory is also responsible for maintaining the association between product
instances, service instances, resource instances and S/P product instances, created as a result of the S/P
Requisition Management processes.

Responsibilities of these processes include, but are not limited to:

 Identifying the inventory-relevant information requirements to be captured to support the
S/P Relationship Management and other processes;
 Identifying, establishing and maintaining supplier/partner inventory repository facilities;
 Establishing and managing the supplier/partner inventory management and information
capture processes;
 Managing the registration and access control processes that enable processes to create,
modify, update, delete and/or download supplier/partner data to and from the
supplier/partner inventory;
 Ensuring the supplier/partner inventory repository accurately captures and records all
identified supplier/partner details, through use of automated or manual audits;
 Tracking and monitoring of the usage of, and access to, the supplier/partner inventory
repository and associated costs, and reporting on the findings; and
 Identifying any technical driven shortcomings of the supplier/partner inventory repository,
and providing input to Resource Development & Management processes to rectify these
issues.
 Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

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Manage S/P Inventory Repository

Process Identifier: 1.1.4.1.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
· Identifying the inventory-relevant information requirements to be captured to support the
S/P Relationship Management and other processes;
· Identifying, establishing and maintaining supplier/partner inventory repository facilities;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage and Administer S/P Inventory

Process Identifier: 1.1.4.1.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
· Establishing and managing the supplier/partner inventory management and information
capture processes;
· Managing the registration and access control processes that enable processes to
create, modify, update, delete and/or download supplier/partner data to and from the

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supplier/partner inventory;

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Perform Audit Tests

Process Identifier: 1.1.4.1.6.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
· Ensuring the supplier/partner inventory repository accurately captures and records all
identified supplier/partner details, through use of automated or manual audits;

Extended Description
· Ensuring the resource inventory repository accurately captures and records all identified
resource infrastructure and resource instance details, through use of automated or
manual audits;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Track and Monitor S/P Inventory

Process Identifier: 1.1.4.1.6.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
· Tracking and monitoring of the usage of, and access to, the supplier/partner inventory
repository and associated costs, and reporting on the findings; and

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Issues and Provide Reports

Process Identifier: 1.1.4.1.6.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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· Identifying any technical driven shortcomings of the supplier/partner inventory

repository, and providing input to Resource Development & Management processes to
rectify these issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.4.2 S/P Requisition Management

Figure 153. S/P Requisition Management decomposition into level 3 processes

Select Supplier/Partner

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Process Identifier: 1.1.4.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify the most appropriate supplier/partner or suppliers/partners amongst those with
whom a supply arrangement exists

Extended Description
The responsibility of the Select Supplier/Partner processes is to identify the most
appropriate supplier/partner or suppliers/partners amongst those with whom a supply
arrangement exists.
Based on the particular product, service and/or resource component requirements, select
the most appropriate supplier or partner from the range of S/Ps with whom a supply
arrangement exists.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

S/P Requisition Management

Process Identifier: 1.1.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track, monitor and report on the service provider initiated product and/or service
provisioning engagements to ensure that the interactions are in accordance with the
agreed commercial arrangements between the service provider and the Supplier/Partner.

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Extended Description
The S/P Requisition Management processes track, monitor and report on the service
provider initiated product, service and/or resource provisioning engagements to ensure
that the interactions are in accordance with the agreed commercial arrangements
between the service provider and the Supplier/Partner.
External suppliers/partners are engaged by the service provider in provisioning activities
when:
 specific resources need to be purchased and delivered to satisfy resource orders;
 the service provider has outsourced specific activities to suppliers/partners that are
required to be utilized as part of provisioning activity (i.e. outsourced installation
activities);
 the specific service is purchased from an external supplier (as in an interconnect
service);
 the specific product and/or service, or specific product and/or service component, is
owned and delivered by an external partner, or
 previously issued requisitions for specific resources or services need to be modified
or cancelled.Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Initiate S/P Requisition Order

Process Identifier: 1.1.4.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Generate a correctly formatted and specified S/P requisition order, and issue this to the
selected supplier/partner

Extended Description
The Initiate S/P Requisition Order processes are responsible for generating a correctly
formatted and specified S/P requisition order, and issuing this to the selected
supplier/partner. Requests for S/P requisition orders are passed to the S/P Requisition
Management processes from the Track & Manage processes in the RM&O, the SM&O or
the CRM process layer. The Initiate S/P Requisition Order contains the originating
request identifier to allow for appropriate linking to the processes which originally caused
the S/P requisition order to be initiated. Requests received may be for the initiation of new

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S/P requisition orders, for modifications to previously issued S/P requisition orders or for
cancellation of previously issued S/P requisition orders.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine S/P Pre-Requisition Feasibility

Process Identifier: 1.1.4.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Determine the ability of suppliers/partners to deliver the specific resources, services or
products, within the specified requirements

Extended Description
The Determine S/P Pre-Requisition Feasibility processes are responsible for determining
the ability of suppliers/partners to deliver the specific resources, services or products,
within the specified requirements.

These processes query a set of candidate suppliers to check for S/P specific resource,
service or product availability and ability to meet delivery volumes, delivery time-scales
and schedules, locations, specific technical and other requirements (including relevant
standards), etc. The candidate suppliers will have been defined during the Select
Supplier/Partner processes.
Once a supplier/partner is chosen, it must be established that the specific resource,
service or product is available (in stock / or that sufficient capacity is available), and that
the delivery volumes and conditions can be met. There may be some negotiation with the
supplier regarding delivery scheduling and S/P specific resource, service or product
availability.
There may be a number of suppliers who in principle can meet the business need, and
so, within the confines of existing commercial agreements, there may be a process of

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evaluating each supplier's specific resource, service or product offering (and options)
against the business need.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report S/P Requisition

Process Identifier: 1.1.4.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of S/P requisition orders, provide notifications of any changes and
provide management reports

Extended Description
The objective of the Report S/P Requisition processes is to monitor the status of S/P
requisition orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of S/P requisition
orders and managing notifications to processes and other parties registered to receive
notifications of any status changes. Notification lists are managed and maintained by the
Support S/P Requisition Management processes.
These processes record, analyze and assess the S/P requisition order status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall S/P Requisition Management process. These specialized
summaries could be specific reports required by specific audiences.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track & Manage S/P Requisition

Process Identifier: 1.1.4.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure S/P requisition orders are being processed and delivered efficiently and
effectively

Extended Description
The objective of the Track & Manage S/P Requisition processes is to ensure S/P
requisition orders are being processed and delivered efficiently and effectively, and that
escalation is being invoked as required for any open S/P requisition orders in jeopardy.

Responsibilities of these processes include, but are not limited to:

 Managing regular interaction with the supplier/partner to establish progress of S/P
requisition orders;
 Modifying information in an existing S/P requisition order based on feedback of
progress from the supplier/partner;
 Modifying the S/P requisition order status;
 Cancelling a S/P requisition order when the specific requisition requirements are no
longer required as notified by the RM&O, the SM&O or the CRM processes; and
 Monitoring the jeopardy status of open S/P requisition orders, and initiating escalation
of S/P requisition orders as necessary.Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

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Close S/P Requisition Order

Process Identifier: 1.1.4.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a S/P requisition order when the S/P requisition has been successfully completed

Extended Description
The objective of the Close S/P Requisition Order processes is to close a S/P requisition
order when the S/P requisition has been successfully completed.
These processes monitor the status of all open S/P requisition orders, and recognize that
a S/P requisition order is ready to be closed when the status is changed to completed. .

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Receive & Accept S/P Requisition

Process Identifier: 1.1.4.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Records delivery of S/P requisitions, and arranges for any acceptance testing or
commissioning required

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Extended Description
Receive & Accept S/P Requisition records delivery of S/P requisitions, and arranges for
any acceptance testing or commissioning required.
These processes facilitate and support coordination of internal activities with activities
performed by the supplier/partner, that are required to:
 Configure a bought-in S/P product;
 Bring a bought-in S/P product into service; or
 Restore a bought-in S/P product to service.Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Recover S/P Product (Service/ Resource)

Process Identifier: 1.1.4.2.8

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process element supports the recovery of the out-sourced Products, which in turn
triggers the recovery of Services and Resources that were offered by the Product, by the
S/P when the contract is terminated.
This process triggers the Product (Service/Resource) recovery plans established by the
S/P as per the Agreement terms and conditions.
This process can reuse the existing Recover Service (eTOM Process id 1.1.2.2.10) /
Recover Resource (eTOM Process Id 1.1.3.2.9) processes as applicable in recovering
S/P Services / Resources that are associated with the Product and in an
outsourced/contractual relationship.

Extended Description
This process element supports the recovery of the out-sourced Products, which in turn
triggers the recovery of Services and Resources that were offered by the Product, by the
S/P when the contract is terminated.
This process triggers the Product (Service/Resource) recovery plans established by the
S/P as per the Agreement terms and conditions.
This process can reuse the existing Recover Service (eTOM Process id 1.1.2.2.10) /
Recover Resource (eTOM Process Id 1.1.3.2.9) processes as applicable in recovering

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S/P Services / Resources that are associated with the Product and in an
outsourced/contractual relationship.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.4.2.1 Select Supplier/Partner

Figure 154. Select Supplier/Partner decomposition into level 4 processes

Select Supplier/Partner

Process Identifier: 1.1.4.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Identify the most appropriate supplier/partner or suppliers/partners amongst those with
whom a supply arrangement exists

Extended Description
The responsibility of the Select Supplier/Partner processes is to identify the most
appropriate supplier/partner or suppliers/partners amongst those with whom a supply
arrangement exists.
Based on the particular product, service and/or resource component requirements, select
the most appropriate supplier or partner from the range of S/Ps with whom a supply
arrangement exists.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Supplier/Partner

Process Identifier: 1.1.4.2.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
process identifies the most appropriate supplier/partner or suppliers/partners amongst
those with whom a supply arrangement exists.

Extended Description
Not used for this process element

Explanatory

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Not used for this process element

Mandatory
process identifies the most appropriate supplier/partner or suppliers/partners amongst
those with whom a supply arrangement exists.

Optional
Not used for this process element

Interactions
Not used for this process element

Select most appropriate Supplier/partner

Process Identifier: 1.1.4.2.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
process selects most appropriate supplier/partner from the range of S/Ps with whom a
supply arrangement exists for particular product, service and/or resource component
requirements

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
process selects most appropriate supplier/partner from the range of S/Ps with whom a
supply arrangement exists for particular product, service and/or resource component
requirements

Optional
Not used for this process element

Interactions
Not used for this process element

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1.1.4.2.2 Determine S/P Pre-Requisition

Feasibility

Figure 155. Determine S/P Pre-Requisition Feasibility decomposition into level 4 processes

Determine S/P Pre-Requisition Feasibility

Process Identifier: 1.1.4.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Determine the ability of suppliers/partners to deliver the specific resources, services or
products, within the specified requirements

Extended Description
The Determine S/P Pre-Requisition Feasibility processes are responsible for determining
the ability of suppliers/partners to deliver the specific resources, services or products,
within the specified requirements.

These processes query a set of candidate suppliers to check for S/P specific resource,
service or product availability and ability to meet delivery volumes, delivery time-scales
and schedules, locations, specific technical and other requirements (including relevant
standards), etc. The candidate suppliers will have been defined during the Select
Supplier/Partner processes.

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Once a supplier/partner is chosen, it must be established that the specific resource,

service or product is available (in stock / or that sufficient capacity is available), and that
the delivery volumes and conditions can be met. There may be some negotiation with the
supplier regarding delivery scheduling and S/P specific resource, service or product
availability.
There may be a number of suppliers who in principle can meet the business need, and
so, within the confines of existing commercial agreements, there may be a process of
evaluating each supplier's specific resource, service or product offering (and options)
against the business need.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess S/P Delivery Capabilities

Process Identifier: 1.1.4.2.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes query a set of candidate suppliers to check for S/P specific resource,
service or product availability and ability to meet delivery volumes, delivery time-scales
and schedules, locations, specific technical and other requirements (including relevant
standards),

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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These processes query a set of candidate suppliers to check for S/P specific resource,
service or product availability and ability to meet delivery volumes, delivery time-scales
and schedules, locations, specific technical and other requirements (including relevant
standards),

Optional
Not used for this process element

Interactions
Not used for this process element

Establish Availability with S/P Inventory

Process Identifier: 1.1.4.2.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
establish that the specific resource, service or product is available (in stock / or that
sufficient capacity is available), and that the delivery volumes and conditions can be met.
There may be some negotiation with the supplier regarding delivery scheduling and S/P
specific resource, service or product availability.

Extended Description
Not used for this process element

Explanatory
There may be some negotiation with the supplier regarding delivery scheduling and S/P
specific resource, service or product availability.

Mandatory
establish that the specific resource, service or product is available (in stock / or that
sufficient capacity is available), and that the delivery volumes and conditions can be met.

Optional
Not used for this process element

Interactions
Not used for this process element

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Evaluate S/P Against Business Needs

Process Identifier: 1.1.4.2.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
evaluating each supplier's specific resource, service or product offering (and options)
against the business need

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Evaluate S/P against business needs processes evaluates each supplier's specific
resource, service or product offering (and options) against the business need as there
may be a number of suppliers who in principle can meet the business need, and so,
within the confines of existing commercial agreements

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.4.2.3 Track & Manage S/P Requisition

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Figure 156. Track & Manage S/P Requisition decomposition into level 4 processes

Track & Manage S/P Requisition

Process Identifier: 1.1.4.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure S/P requisition orders are being processed and delivered efficiently and
effectively

Extended Description
The objective of the Track & Manage S/P Requisition processes is to ensure S/P
requisition orders are being processed and delivered efficiently and effectively, and that
escalation is being invoked as required for any open S/P requisition orders in jeopardy.

Responsibilities of these processes include, but are not limited to:

 Managing regular interaction with the supplier/partner to establish progress of S/P
requisition orders;
 Modifying information in an existing S/P requisition order based on feedback of
progress from the supplier/partner;
 Modifying the S/P requisition order status;
 Cancelling a S/P requisition order when the specific requisition requirements are no
longer required as notified by the RM&O, the SM&O or the CRM processes; and

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 Monitoring the jeopardy status of open S/P requisition orders, and initiating escalation
of S/P requisition orders as necessary.Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Modify Information-S/P Requisition Orders

Process Identifier: 1.1.4.2.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Modifying information in an existing S/P requisition order based on feedback of progress
from the supplier/partner;

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Modifying information in an existing S/P requisition order based on feedback of progress
from the supplier/partner;

Optional
Not used for this process element

Interactions
Not used for this process element

Cancel S/P Requisition Orders

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Process Identifier: 1.1.4.2.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Cancelling a S/P requisition order when the specific requisition requirements are no
longer required as notified

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Cancelling a S/P requisition order when the specific requisition requirements are no
longer required as notified

Optional
Not used for this process element

Interactions
Not used for this process element

Escalate S/P Requisition Orders

Process Identifier: 1.1.4.2.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Initiate escalation of S/P requisition order as necessary

Extended Description
Not used for this process element

Explanatory

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Not used for this process element

Mandatory
Initiate escalation of S/P requisition order as necessary

Optional
Not used for this process element

Interactions
Not used for this process element

Manage S/P Requisition Orders

Process Identifier: 1.1.4.2.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
processes ensure S/P requisition orders are being processed and delivered efficiently
and effectively.

Extended Description
manage S/P requisition orders processes manages S/P requisition orders are being
processed and delivered efficiently and effectively.These processes also manage
notifications or requests from suppliers regarding forced or requested changes to the S/P
requisition specification or delivery schedule. These change requests may be caused by
the supplier/partner or may be outside their control. Change requests are notified to the
originating RM&O, SM&O or CRM processes where a resolution is agreed.

Explanatory
These change requests may be caused by the supplier/partner or may be outside their
control.

Mandatory
manage S/P requisition orders processes manages S/P requisition orders are being
processed and delivered efficiently and effectively.These processes also manage
notifications or requests from suppliers regarding forced or requested changes to the S/P
requisition specification or delivery schedule.

Optional
Not used for this process element

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Interactions
Change requests are notified to the originating RM&O, SM&O or CRM processes where a
resolution is agreed.

Monitor Jeopardy Status- Open S/P Requisition Orders

Process Identifier: 1.1.4.2.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitoring the jeopardy status of open S/P requisition orders

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Monitoring the jeopardy status of open S/P requisition orders

Optional
Not used for this process element

Interactions
Not used for this process element

Track S/P Requisition Orders

Process Identifier: 1.1.4.2.3.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes track progress with the supplier/partner, either periodically, or at defined
points according to a project or program plan. This tracking may be driven from the

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enterprise, or triggered by reports from the supplier/partner (e.g. periodically or at key

events). These processes also initiate jeopardy and risk management in relation to the
supplied specific resources, services and products, their availability and delivery
schedule.

Extended Description
Not used for this process element

Explanatory
This tracking may be driven from the enterprise, or triggered by reports from the
supplier/partner (e.g. periodically or at key events).

Mandatory
These processes track progress with the supplier/partner, either periodically, or at defined
points according to a project or program plan.

Optional
Not used for this process element

Interactions
These processes also initiate jeopardy and risk management in relation to the supplied
specific resources, services and products, their availability and delivery schedule.

Notify- Cleared Status of S/P Requisition Orders

Process Identifier: 1.1.4.2.3.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
inform the Close S/P Requisition Order processes by modifying the S/P requisition order
status to completed when the S/P requisition has been successfully delivered.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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inform the Close S/P Requisition Order processes by modifying the S/P requisition order
status to completed when the S/P requisition has been successfully delivered.

Optional
Not used for this process element

Interactions
inform the Close S/P Requisition Order processes by modifying the S/P requisition order
status

1.1.4.2.5 Initiate S/P Requisition Order

Figure 157. Initiate S/P Requisition Order decomposition into level 4 processes

Initiate S/P Requisition Order

Process Identifier: 1.1.4.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Generate a correctly formatted and specified S/P requisition order, and issue this to the
selected supplier/partner

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Extended Description
The Initiate S/P Requisition Order processes are responsible for generating a correctly
formatted and specified S/P requisition order, and issuing this to the selected
supplier/partner. Requests for S/P requisition orders are passed to the S/P Requisition
Management processes from the Track & Manage processes in the RM&O, the SM&O or
the CRM process layer. The Initiate S/P Requisition Order contains the originating
request identifier to allow for appropriate linking to the processes which originally caused
the S/P requisition order to be initiated. Requests received may be for the initiation of new
S/P requisition orders, for modifications to previously issued S/P requisition orders or for
cancellation of previously issued S/P requisition orders.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Generate S/P Requisition Order

Process Identifier: 1.1.4.2.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process generates a correctly formatted and specified S/P requisition order. The
S/P Requisition Order contains the originating request identifier to allow for appropriate
linking to the processes which originally caused the S/P requisition order to be initiated.
The S/P Requisition Order may be for the initiation of new S/P requisition orders, for
modifications to previously issued S/P requisition orders or for cancellation of previously
issued S/P requisition orders.

Extended Description
Not used for this process element

Explanatory

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The S/P Requisition Order contains the originating request identifier to allow for
appropriate linking to the processes which originally caused the S/P requisition order to
be initiated. The S/P Requisition Order may be for the initiation of new S/P requisition
orders, for modifications to previously issued S/P requisition orders or for cancellation of
previously issued S/P requisition orders.

Mandatory
This process generates a correctly formatted and specified S/P requisition order

Optional
Not used for this process element

Interactions
Not used for this process element

Issue S/P Requisition Order

Process Identifier: 1.1.4.2.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process issues the S/P requisition order to the selected supplier/partner.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
This process issues the S/P requisition order to the selected supplier/partner.

Optional
Not used for this process element

Interactions
Not used for this process element

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1.1.4.2.6 Report S/P Requisition

Figure 158. Report S/P Requisition decomposition into level 4 processes

Report S/P Requisition

Process Identifier: 1.1.4.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of S/P requisition orders, provide notifications of any changes and
provide management reports

Extended Description
The objective of the Report S/P Requisition processes is to monitor the status of S/P
requisition orders, provide notifications of any changes and provide management reports.
These processes are responsible for continuously monitoring the status of S/P requisition
orders and managing notifications to processes and other parties registered to receive
notifications of any status changes. Notification lists are managed and maintained by the
Support S/P Requisition Management processes.
These processes record, analyze and assess the S/P requisition order status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall S/P Requisition Management process. These specialized
summaries could be specific reports required by specific audiences.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor S/P Requisition Order Status

Process Identifier: 1.1.4.2.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Continuously monitor the status of S/P requisition orders.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Continuously monitor the status of S/P requisition orders.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage S/P Requisition Order Status Notification

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Process Identifier: 1.1.4.2.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage notifications to processes and other parties registered to receive notifications of
any status changes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Manage notifications to processes and other parties registered to receive notifications of
any status changes.

Optional
Not used for this process element

Interactions
Not used for this process element

Report S/P Requisition Order Status

Process Identifier: 1.1.4.2.6.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Record, analyze and assess the S/P requisition order status changes to provide
management reports and any specialized summaries of the efficiency and effectiveness
of the overall Order Handling process, including specific reports required by specific
audiences.

Extended Description
Not used for this process element

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Explanatory
Not used for this process element

Mandatory
Record, analyze and assess the S/P requisition order status changes to provide
management reports and any specialized summaries of the efficiency and effectiveness
of the overall Order Handling process, including specific reports required by specific
audiences.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.4.2.7 Close S/P Requisition Order

Figure 159. Close S/P Requisition Order decomposition into level 4 processes

Close S/P Requisition Order

Process Identifier: 1.1.4.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Close a S/P requisition order when the S/P requisition has been successfully completed

Extended Description
The objective of the Close S/P Requisition Order processes is to close a S/P requisition
order when the S/P requisition has been successfully completed.
These processes monitor the status of all open S/P requisition orders, and recognize that
a S/P requisition order is ready to be closed when the status is changed to completed. .

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Status- All Open S/P Requisition Order

Process Identifier: 1.1.4.2.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
monitors the status of all open S/P requisition order

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory

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monitors the status of all open S/P requisition order

Optional
Not used for this process element

Interactions
Not used for this process element

Mark S/P Requisition Order As Closed

Process Identifier: 1.1.4.2.7.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
closes S/P requisition order when status is changed to completed

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
closes S/P requisition order when status is changed to completed

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.4.3 S/P Problem Reporting &

Management

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Figure 160. S/P Problem Reporting & Management decomposition into level 3 processes

S/P Problem Reporting & Management

Process Identifier: 1.1.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track, monitor and report on the service provider initiated problem engagements to
ensure that the interactions are in accordance with the agreed commercial arrangements
between the service provider and the Supplier/Partner.

Extended Description
The S/P Problem Reporting & Management processes track, monitor and report on the
service provider initiated problem engagements to ensure that the interactions are in
accordance with the agreed commercial arrangements between the service provider and
the Supplier/Partner.
In addition, external suppliers/partners may report S/P discovered problems to the service
provider which may impact resources, services and/or customers.
External suppliers/partners are engaged by the service provider in correction and
recovery activities when:
 higher level expertise and/or higher level support is required to resolve the service
problem or resource trouble, (which may be automatic in the case of highest priority
service problems or resource troubles);

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 the service provider has outsourced specific activities to a supplier/partner which are
needed as part of problem management resolution (i.e. outsourced field
maintenance);
 the specific service has been purchased from an external supplier (as in an
interconnect service); or
 the specific product and/or service, or specific product and/or service component, is
owned and maintained by an external partner.Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Initiate S/P Problem Report

Process Identifier: 1.1.4.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Report specific problems to the supplier / partner.

Extended Description
The Initiate S/P Problem Report processes are responsible for reporting specific
problems to the supplier / partner. These problems are passed to the S/P Problem
Reporting & Management processes from either the RM&O or the SM&O Track &
Manage processes.
The S/P Problem Report contains the originating resource trouble report or service
trouble report identifier to allow for appropriate linking to the processes which originally
caused the S/P problem report to be initiated.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Receive S/P Problem Report

Process Identifier: 1.1.4.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Receive notification of problems detected by the supplier/ partner, and notifies other
processes of this.

Extended Description
Receive notification of problems detected by the supplier/ partner, and notifies other
processes of this. These notifications will be passed on to the appropriate Track &
Manage processes in the RM&O and/or SM&O process layers depending on the nature
of the notified problem.

Explanatory
Not used for this process element.

Mandatory
Receive notification of problems detected by the supplier/ partner

Optional
Not used for this process element.

Interactions
Notifies other processes of problems detected by the supplier/ partner

pass notifications to the appropriate Track & Manage processes in the RM&O and/or
SM&O process layers depending on the nature of the notified

Track & Manage S/P Problem Resolution

Process Identifier: 1.1.4.3.3

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track progress of the problem resolution as advised by the supplier / partner.

Extended Description
Not used for this process element.

Explanatory
The objective of the Track & Manage S/P Problem Resolution processes is to ensure
testing, repair and restoration activities are being assigned, coordinated and tracked
efficiently, and that escalation is being invoked as required for any open S/P problem
reports in jeopardy

Mandatory
Managing regular interaction about resolution progress with the supplier/partner

Establish resolution progress for S/P problem reports

when the specific problem discovered is not related to the supplier/partner; Cancel a S/P
problem report

Monitoring the jeopardy status of open S/P problem reports; initiating escalation of S/P
unresolved problem reports as necessary

Modifying information in an existing S/P problem report based on feedback of progress

from the supplier/partner;

Optional
Not used for this process element.

Interactions
Inform the Close S/P Problem Report processes by modifying the S/P problem report
status to cleared when the S/P problem has been resolved.

Report S/P Problem Resolution

Process Identifier: 1.1.4.3.4

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of S/P problem reports, provide notifications of any changes and
provide management reports

Extended Description
The objective of the Report S/P Problem Resolution processes is to monitor the status of
S/P problem reports, provide notifications of any changes and provide management
reports.

These processes are responsible for continuously monitoring the status of S/P problem
reports and managing notifications to processes and other parties registered to receive
notifications of any status changes. Notification lists are managed and maintained by the
Support S/P Problem Reporting & Management processes.

These processes record, analyze and assess the S/P problem report status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall S/P Problem Reporting & Management process.

These specialized summaries could be specific reports required by specific audiences.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close S/P Problem Report

Process Identifier: 1.1.4.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Close a S/P problem report when the S/P problem has been resolved

Extended Description
The objective of the Close S/P Problem Report processes is to close a S/P problem
report when the S/P problem has been resolved.
These processes monitor the status of all open S/P problem reports, and recognize that
a S/P problem report is ready to be closed when the status is changed to cleared.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.4.3.1 Initiate S/P Problem Report

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Figure 161. Initiate S/P Problem Report decomposition into level 4 processes

Initiate S/P Problem Report

Process Identifier: 1.1.4.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Report specific problems to the supplier / partner.

Extended Description
The Initiate S/P Problem Report processes are responsible for reporting specific
problems to the supplier / partner. These problems are passed to the S/P Problem
Reporting & Management processes from either the RM&O or the SM&O Track &
Manage processes.
The S/P Problem Report contains the originating resource trouble report or service
trouble report identifier to allow for appropriate linking to the processes which originally
caused the S/P problem report to be initiated.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Generate S/P Problem Peport

Process Identifier: 1.1.4.3.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
this process generates S/P problem report which contains the originating resource
trouble report or service trouble report identifier to allow for appropriate linking to the
processes which originally caused the S/P problem report to be initiated

Extended Description
Not used for this process element

Explanatory
Responsible for generating reports concerning specific problems, that can be passed to a
supplier / partner. This allows the supplier / partner to investigate these problems within
thwir own domain and establsih what role or involvement they might have with the
problem

Mandatory
Generate report(s) on specific S/P problems that can be passed to a supplier / partner

Maintain link to processes which originally caused the S/P problem report to be initiated -
the S/P Problem report contains the originating resource trouble report or service trouble
report identifier to allow for appropriate linking to the processes which originally caused
the S/P problem report to be initiated.

Optional
The generated report may be relevant to selected suppliers / partners, or to all,
depending on the problem concerned and whether it is possible to identify which
suppliers/ partners may be involved

Interactions
These problems are passed to the S/P Problem Reporting & Management processes
from either the RM&O or the SM&O Track & Manage processes.

Issue S/P Problem Report

Process Identifier: 1.1.4.3.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process issues the S/P problem report to the supplier/partner.

Extended Description

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Not used for this process element

Explanatory
Responsible for passing reports concerning specific problems, to a supplier / partner. This
allows the supplier / partner to investigate these problems within thwir own domain and
establsih what role or involvement they might have with the problem

Mandatory
Identify the relevant supplier /partner for this problem

Pass report(s) on specific S/P problems to a supplier / partner

Optional
The generated report may be passed to selected suppliers / partners, or to all, depending
on the problem concerned and whether it is possible to identify which suppliers/ partners
may be involved

Interactions
Interaction with agencies external to the enterprise, via S/P Interface Management

1.1.4.3.2 Receive S/P Problem Report

Figure 162. Receive S/P Problem Report decomposition into level 4 processes

Receive S/P Problem Report

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Process Identifier: 1.1.4.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Receive notification of problems detected by the supplier/ partner, and notifies other
processes of this.

Extended Description
Receive notification of problems detected by the supplier/ partner, and notifies other
processes of this. These notifications will be passed on to the appropriate Track &
Manage processes in the RM&O and/or SM&O process layers depending on the nature
of the notified problem.

Explanatory
Not used for this process element.

Mandatory
Receive notification of problems detected by the supplier/ partner

Optional
Not used for this process element.

Interactions
Notifies other processes of problems detected by the supplier/ partner

pass notifications to the appropriate Track & Manage processes in the RM&O and/or
SM&O process layers depending on the nature of the notified

Receive S/P Problem Notification

Process Identifier: 1.1.4.3.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Receive notification of problems detected by the supplier/ partner

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Extended Description
Not used for this process element

Explanatory
Responsible for receiving reports concerning specific problems, from a supplier / partner.

Mandatory
Receive notification of problems detected by the supplier/ partner

Optional
Not used for this process element

Interactions
Not used for this process element

Forward S/P Problem Notification

Process Identifier: 1.1.4.3.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
process will pass the notfication to the appropriate Track & Manage processes in the
RM&O and/or SM&O process layers depending on the nature of the notified problem.

Extended Description
Not used for this process element

Explanatory
Responsible for forwarding reports concerning specific problems, from a supplier /
partner, for further internal action

Mandatory
Notifies other processes of the problems reporetd by suppliers / partners

Optional
Not used for this process element

Interactions

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These notifications are be passed on to the appropriate Track & Manage processes in the
RM&O and/or SM&O process layers depending on the nature of the notified problem.

1.1.4.3.3 Track & Manage S/P Problem

Resolution

Figure 163. Track & Manage S/P Problem Resolution decomposition into level 4 processes

Track & Manage S/P Problem Resolution

Process Identifier: 1.1.4.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track progress of the problem resolution as advised by the supplier / partner.

Extended Description
Not used for this process element.

Explanatory
The objective of the Track & Manage S/P Problem Resolution processes is to ensure
testing, repair and restoration activities are being assigned, coordinated and tracked
efficiently, and that escalation is being invoked as required for any open S/P problem
reports in jeopardy

Mandatory
Managing regular interaction about resolution progress with the supplier/partner

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Establish resolution progress for S/P problem reports

when the specific problem discovered is not related to the supplier/partner; Cancel a S/P
problem report

Monitoring the jeopardy status of open S/P problem reports; initiating escalation of S/P
unresolved problem reports as necessary

Modifying information in an existing S/P problem report based on feedback of progress

from the supplier/partner;

Optional
Not used for this process element.

Interactions
Inform the Close S/P Problem Report processes by modifying the S/P problem report
status to cleared when the S/P problem has been resolved.

Modify S/P Problem Report

Process Identifier: 1.1.4.3.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Modifying information in an existing S/P problem report based on feedback of progress
from the supplier/partner;

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Modify information in an existing S/P problem report based on feedback of progress from
the supplier/partner;

Optional

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Not used for this process element

Interactions
Not used for this process element

Cancel S/P Problem Report

Process Identifier: 1.1.4.3.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Canceling a S/P problem report when the specific performance issue is discovered to not
be related to the supplier/partner

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Cancel an S/P problem report when the specific performance issue is discovered to not
be related to the supplier/partner

Optional
Not used for this process element

Interactions
Not used for this process element

Escalate S/P Problem Resolution

Process Identifier: 1.1.4.3.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Initiate escalation of S/P problem reports as necessary

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Ensure that escalation is being invoked as required for any open S/P problem reports in
jeopardy.

Optional
Not used for this process element

Interactions
Not used for this process element

Manage S/P Problem Resolution

Process Identifier: 1.1.4.3.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
processes ensure testing,repair and restoration activities are being assigned and
cordinated for S/P problem reports and managing the S/P problem reports status

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Ensure testing, repair and restoration activities are being assigned, coordinated and
tracked efficiently

Optional

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Not used for this process element

Interactions
Not used for this process element

Monitor S/P Problem Jeopardy Status

Process Identifier: 1.1.4.3.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitoring the jeopardy status of open S/P problem reports

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Ensure that any open S/P problem reports in jeopardy are identified and reporetd

Optional
Not used for this process element

Interactions
Not used for this process element

Notify S/P Problem Cleared

Process Identifier: 1.1.4.3.3.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Inform the Close S/P probelm Report processes by modifying the S/P problem report
status to cleared when the S/P performance issue has been resolved.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Inform the Close S/P Problem Report processes by modifying the S/P problem report
status to cleared when the S/P problem has been resolved.

Optional
Not used for this process element

Interactions
Inform the Close S/P Problem Report processes

1.1.4.3.4 Report S/P Problem Resolution

Figure 164. Report S/P Problem Resolution decomposition into level 4 processes

Report S/P Problem Resolution

Process Identifier: 1.1.4.3.4

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of S/P problem reports, provide notifications of any changes and
provide management reports

Extended Description
The objective of the Report S/P Problem Resolution processes is to monitor the status of
S/P problem reports, provide notifications of any changes and provide management
reports.

These processes are responsible for continuously monitoring the status of S/P problem
reports and managing notifications to processes and other parties registered to receive
notifications of any status changes. Notification lists are managed and maintained by the
Support S/P Problem Reporting & Management processes.

These processes record, analyze and assess the S/P problem report status changes to
provide management reports and any specialized summaries of the efficiency and
effectiveness of the overall S/P Problem Reporting & Management process.

These specialized summaries could be specific reports required by specific audiences.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor S/P Problem Resolution

Process Identifier: 1.1.4.3.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
These processes are responsible for continuously monitoring the status of S/P problem
resolution reports and flagging status schanges.

Extended Description
Not used for this process element

Explanatory
The objective of the Report S/P Problem Resolution processes is to monitor the status of
S/P problem reports

Mandatory
Continuously monitor the status of S/P problem reports

Identify and record S/P problem report status changes

Optional
Not used for this process element

Interactions
Not used for this process element

Issue S/P Problem Resolution Management Summaries

Process Identifier: 1.1.4.3.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes issue specialized summaries of the efficiency and effectiveness of the
overall S/P problem resolution process. These specialized summaries could be specific
reports required by specific audiences.

Extended Description
Not used for this process element

Explanatory

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Not used for this process element

Mandatory
Issue specialized summaries of the efficiency and effectiveness of the overall S/P
problem resolution process. These specialized summaries could be specific reports
required by specific audiences.

Optional
Not used for this process element

Interactions
Not used for this process element

Generate S/P Problem Resolution Management Reports

Process Identifier: 1.1.4.3.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes record analyze and assess the S/P problem resolution report status
changes to provide management reports

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Record, analyze and assess the S/P problem resolution report status changes to provide
management reports

Optional
Not used for this process element

Interactions
Not used for this process element

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Notify S/P Problem Resolution

Process Identifier: 1.1.4.3.4.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes are responsible for managing notifications to processes and other
parties registered to receive notifications of any status changes for S/P problem
resolution reports . Notification lists are managed and maintained by the Support S/P
Problem Reporting & Management processes.

Extended Description
Not used for this process element

Explanatory
The objective of the Report S/P Problem Resolution processes is to provide notifications
of any changes to the status of S/P problem reports

Notification lists are managed and maintained by the Support S/P Problem Reporting &
Management processes.

Mandatory
Provide notifications of any changes to the status of S/P problem reports

Optional
Not used for this process element

Interactions
Managing notifications to processes and other parties registered to receive notifications of
any status changes.

1.1.4.3.5 Close S/P Problem Report

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Figure 165. Close S/P Problem Report decomposition into level 4 processes

Close S/P Problem Report

Process Identifier: 1.1.4.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a S/P problem report when the S/P problem has been resolved

Extended Description
The objective of the Close S/P Problem Report processes is to close a S/P problem
report when the S/P problem has been resolved.
These processes monitor the status of all open S/P problem reports, and recognize that
a S/P problem report is ready to be closed when the status is changed to cleared.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Monitor Status- All open S/P problem report

Process Identifier: 1.1.4.3.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor S/P Problem Report Status

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Monitor the status of all open S/P problem reports

Check for a status change to cleared when the S/P problem report is ready to be closed

Optional
Not used for this process element

Interactions
Not used for this process element

Mark S/P problem Report as closed

Process Identifier: 1.1.4.3.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Close Cleared S/P Problem Reports

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Close an S/P Problem reports when its staus becomes cleared

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.4.4 S/P Performance Management

Figure 166. S/P Performance Management decomposition into level 3 processes

S/P Performance Management

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Process Identifier: 1.1.4.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track, monitor and report on the service provider initiated performance engagements to
ensure that the interactions are in accordance with the agreed commercial arrangements
between the service provider and the Supplier/Partner.

Extended Description
The S/P Performance Management processes track, monitor and report on the service
provider initiated performance engagements to ensure that the interactions are in
accordance with the agreed commercial arrangements between the service provider and
the Supplier/Partner.

External suppliers/partners are engaged by the service provider in performance related

activities when:

 higher level expertise and/or higher level support is required to resolve the product
performance, service performance or resource performance issues;
 the service provider has outsourced specific activities to a supplier/partner which are
needed as part of performance improvement activity (i.e. outsourced field
maintenance);
 the specific product and/or service are purchased from an external supplier (as in an
interconnect service); or
 the specific product and/or service, or specific product and/or service component, are
owned and delivered by an external partner.Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Initiate S/P Performance Degradation Report

Process Identifier: 1.1.4.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Report specific performance issues to the supplier / partner.

Extended Description
The Initiate S/P Performance Degradation Report processes are responsible for reporting
specific performance issues to the supplier / partner. These performance issues are
passed to the S/P Performance Management processes from either the RM&O or the
SM&O Track & Manage processes as well as from Monitor & Control S/P Service
Performance.

The S/P performance degradation report contains the originating resource performance
degradation report or performance degradation report identifier to allow for appropriate
linking to the processes which originally caused the S/P performance degradation report
to be initiated.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track & Manage S/P Performance Resolution

Process Identifier: 1.1.4.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track progress of the performance resolution as advised by the supplier / partner.

Extended Description
The objective of the Track & Manage S/P Performance Resolution processes is to ensure
improvement and restoration activities are being assigned, coordinated and tracked

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efficiently, and that escalation is being invoked as required for any open S/P performance
degradation reports in jeopardy.
Responsibilities of these processes include but are not limited to:
 Managing regular interaction with the supplier/partner to establish resolution progress
for S/P performance degradation reports;
 Modifying information in an existing S/P performance degradation report based on
feedback of progress from the supplier/partner;
 Modifying the S/P performance degradation report status;
 Canceling a S/P performance degradation report when the specific performance
issue is discovered to not be related to the supplier/partner; and
 Monitoring the jeopardy status of open S/P performance degradation reports, and
initiating escalation of S/P performance degradation reports as
necessary.Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Report S/P Performance

Process Identifier: 1.1.4.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of S/P performance degradation reports, provide notifications of any
changes and provide management reports

Extended Description
The objective of the Report S/P Performance processes is to monitor the status of S/P
performance degradation reports, provide notifications of any changes and provide
management reports.
These processes are responsible for continuously monitoring the status of S/P
performance degradation reports and managing notifications to processes and other
parties registered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support S/P Performance Management processes.
These processes record, analyze and assess the S/P performance degradation report
status changes to provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall S/P Performance Management process. These

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specialized summaries could be specific reports required by specific audiences.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close S/P Performance Degradation Report

Process Identifier: 1.1.4.4.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a S/P performance degradation report when the performance of the S/P service
has been restored

Extended Description
The objective of the Close S/P Performance Degradation Report processes is to close a
S/P performance degradation report when the performance of the S/P service has been
restored.
These processes monitor the status of all open S/P performance degradation reports, and
recognize that a S/P performance degradation report is ready to be closed when the
status is changed to cleared.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Monitor & Control S/P Service Performance

Process Identifier: 1.1.4.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collect and analyze performance of services delivered by suppliers and partners

Extended Description
Monitor & Control S/P Service Performance processes control the performance
measurement activities, collect performance data on a specified S/P service, analyze this
against the relevant SLA for the supplier/partner and report performance data and any
S/P SLA violations to other processes. These processes also carry out impact analysis on
any S/P SLA violations and initiate corrective actions.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.4.4.1 Monitor & Control S/P Service

Performance

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Figure 167. Monitor & Control S/P Service Performance decomposition into level 4 processes

Monitor & Control S/P Service Performance

Process Identifier: 1.1.4.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Collect and analyze performance of services delivered by suppliers and partners

Extended Description
Monitor & Control S/P Service Performance processes control the performance
measurement activities, collect performance data on a specified S/P service, analyze this
against the relevant SLA for the supplier/partner and report performance data and any
S/P SLA violations to other processes. These processes also carry out impact analysis on
any S/P SLA violations and initiate corrective actions.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Collect S/P Service Performance Data

Process Identifier: 1.1.4.4.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
collects performance data on a specified S/P service

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Collect S/P Service performance data processes collects performance data on a specified
S/P service

Optional
Not used for this process element

Interactions
Not used for this process element

Analyze S/P Service Performance Data

Process Identifier: 1.1.4.4.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
analyze performance data against the relevant SLA for the supplier/partner and report
performance data and any S/P SLA violations to other processes. These processes also

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carry out impact analysis on any S/P SLA violations

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Analyze S/P service performance data processes analyzes performance data against the
relevant SLA for the supplier/partner and report performance data and any S/P SLA
violations to other processes. These processes also carry out impact analysis on any S/P
SLA violations

Optional
Not used for this process element

Interactions
Report performance data and any S/P SLA violations to other processes.

Initiate Corrective Actions

Process Identifier: 1.1.4.4.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
based on impact analysis of any S/P SLA violations, this process initiate corrective
actions

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
based on impact analysis of any S/P SLA violations, this process initiate corrective
actions

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Optional
Not used for this process element

Interactions
Not used for this process element

1.1.4.4.2 Track & Manage S/P Performance

Resolution

Figure 168. Track & Manage S/P Performance Resolution decomposition into level 4 processes

Track & Manage S/P Performance Resolution

Process Identifier: 1.1.4.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Track progress of the performance resolution as advised by the supplier / partner.

Extended Description
The objective of the Track & Manage S/P Performance Resolution processes is to ensure
improvement and restoration activities are being assigned, coordinated and tracked
efficiently, and that escalation is being invoked as required for any open S/P performance
degradation reports in jeopardy.
Responsibilities of these processes include but are not limited to:
 Managing regular interaction with the supplier/partner to establish resolution progress
for S/P performance degradation reports;

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 Modifying information in an existing S/P performance degradation report based on

feedback of progress from the supplier/partner;
 Modifying the S/P performance degradation report status;
 Canceling a S/P performance degradation report when the specific performance
issue is discovered to not be related to the supplier/partner; and
 Monitoring the jeopardy status of open S/P performance degradation reports, and
initiating escalation of S/P performance degradation reports as
necessary.Explanatory
 Reserved for future use.

 Mandatory
 Reserved for future use.

 Optional
 Reserved for future use.

 Interactions
 Reserved for future use.

Modify Information-S/P Performance Degradation Reports

Process Identifier: 1.1.4.4.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Modifying information in an existing S/P performance degradation report based on
feedback of progress from the supplier/partner;

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Modifying information in an existing S/P performance degradation report based on
feedback of progress from the supplier/partner;

Optional
Not used for this process element

Interactions

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Not used for this process element

Cancel S/P Performance Degradation Report

Process Identifier: 1.1.4.4.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Canceling a S/P performance degradation report when the specific performance issue is
discovered to not be related to the supplier/partner

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Canceling a S/P performance degradation report when the specific performance issue is
discovered to not be related to the supplier/partner

Optional
Not used for this process element

Interactions
Not used for this process element

Escalate S/P Performance Degradation Report

Process Identifier: 1.1.4.4.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Initiate escalation of S/P performance degradation reports as necessary

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Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Initiate escalation of S/P performance degradation reports as necessary

Optional
Not used for this process element

Interactions
Not used for this process element

Manage S/P Performance Degradation Report

Process Identifier: 1.1.4.4.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
ensure improvement and restoration activities are being assigned and coordinated for
S/P performance degradation reports and managing the S/P performance degradation
reports status

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
ensure improvement and restoration activities are being assigned and coordinated for
S/P performance degradation reports and managing the S/P performance degradation
reports status

Optional
Not used for this process element

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Interactions
Not used for this process element

Monitor Jeopardy Status- Open S/P Performance Degradation Reports

Process Identifier: 1.1.4.4.2.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitoring the jeopardy status of open S/P performance degradation reports

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Monitoring the jeopardy status of open S/P performance degradation reports

Optional
Not used for this process element

Interactions
Not used for this process element

Notify- Cleared Status of S/P Performance Degradation Report

Process Identifier: 1.1.4.4.2.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
inform the Close S/P Performance Degradation Report processes by modifying the S/P
performance degradation report status to cleared when the S/P performance issue has

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been resolved.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
inform the Close S/P Performance Degradation Report processes by modifying the S/P
performance degradation report status to cleared when the S/P performance issue has
been resolved.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.4.4.3 Report S/P Performance

Figure 169. Report S/P Performance decomposition into level 4 processes

Report S/P Performance

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Process Identifier: 1.1.4.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor the status of S/P performance degradation reports, provide notifications of any
changes and provide management reports

Extended Description
The objective of the Report S/P Performance processes is to monitor the status of S/P
performance degradation reports, provide notifications of any changes and provide
management reports.
These processes are responsible for continuously monitoring the status of S/P
performance degradation reports and managing notifications to processes and other
parties registered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support S/P Performance Management processes.
These processes record, analyze and assess the S/P performance degradation report
status changes to provide management reports and any specialized summaries of the
efficiency and effectiveness of the overall S/P Performance Management process. These
specialized summaries could be specific reports required by specific audiences.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor S/P Performance

Process Identifier: 1.1.4.4.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
These processes are responsible for continuously monitoring the status of S/P
performance degradation reports and managing notifications to processes and other
parties registered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support S/P Performance Management processes.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
monitor S/P performance processes are responsible for continuously monitoring the
status of S/P performance degradation reports

Optional
Not used for this process element

Interactions
Managing notifications to processes and other parties registered to receive notifications of
any status changes. Notification lists are managed and maintained by the Support S/P
Performance Management processes.

Distribute S/P Performance Management Summaries

Process Identifier: 1.1.4.4.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes provides specialized summaries of the efficiency and effectiveness of
the overall S/P Performance Management process. These specialized summaries could
be specific reports required

Extended Description
Not used for this process element

Explanatory
These specialized summaries could be specific reports required by specific audiences.

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Mandatory
distribute S/P performance mangement summaries processes provides specialized
summaries of the efficiency and effectiveness of the overall S/P Performance
Management process.

Optional
Not used for this process element

Interactions
Not used for this process element

Distribute S/P Performance Management Reports

Process Identifier: 1.1.4.4.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes record, analyze and assess the S/P performance degradation report
status changes to provide management reports

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
distribute S/P performance management reports processes record, analyze and assess
the S/P performance degradation report status changes to provide management reports

Optional
Not used for this process element

Interactions
Not used for this process element

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1.1.4.4.4 Close S/P Performance

Degradation Report

Figure 170. Close S/P Performance Degradation Report decomposition into level 4 processes

Close S/P Performance Degradation Report

Process Identifier: 1.1.4.4.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a S/P performance degradation report when the performance of the S/P service
has been restored

Extended Description
The objective of the Close S/P Performance Degradation Report processes is to close a
S/P performance degradation report when the performance of the S/P service has been
restored.
These processes monitor the status of all open S/P performance degradation reports, and
recognize that a S/P performance degradation report is ready to be closed when the
status is changed to cleared.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor status- all open S/P performance degradation report

Process Identifier: 1.1.4.4.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
monitors the status of all open S/P performance degradation reports

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
monitor status- all open S/P performance degradation report processes monitors the
status of all open S/P performance degradation reports

Optional
Not used for this process element

Interactions
Not used for this process element

Mark S/P performance Degradation Report as closed

Process Identifier: 1.1.4.4.4.2

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
closes S/P performance degradation report when status is changed to cleared

Extended Description
Not used for this process element

Explanatory
S/P performance degradation report is ready to be closed when the status is changed to
cleared

Mandatory
mark S/P performance Degradation Report as closed pocesses is to close a S/P
performance degradation report when the performance of the S/P service has been
restored .

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.4.4.5 Initiate S/P Performance

Degradation Report

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Figure 171. Initiate S/P Performance Degradation Report decomposition into level 4 processes

Initiate S/P Performance Degradation Report

Process Identifier: 1.1.4.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Report specific performance issues to the supplier / partner.

Extended Description
The Initiate S/P Performance Degradation Report processes are responsible for reporting
specific performance issues to the supplier / partner. These performance issues are
passed to the S/P Performance Management processes from either the RM&O or the
SM&O Track & Manage processes as well as from Monitor & Control S/P Service
Performance.

The S/P performance degradation report contains the originating resource performance
degradation report or performance degradation report identifier to allow for appropriate
linking to the processes which originally caused the S/P performance degradation report
to be initiated.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create S/P Performance Degration Report

Process Identifier: 1.1.4.4.5.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process generates correctly formatted and specified Supplier/Partner performance
degradation report

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Create S/P Performance degration report processes generates The S/P performance
degradation report which contains the originating resource performance degradation
report or performance degradation report identifier to allow for appropriate linking to the
processes which originally caused the S/P performance degradation report to be initiated.

Optional
Not used for this process element

Interactions
Not used for this process element

Issue S/P Performance Degration Report

Process Identifier: 1.1.4.4.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process reports specific issues to the Supplier/Partner

Extended Description
Not used for this process element

Explanatory
Not used for this process element

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Mandatory
Issue S/P Performance degration report processes handles reporting of specific issues to
the Supplier/Partner

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.4.5 S/P Settlements & Payments

Management

Figure 172. S/P Settlements & Payments Management decomposition into level 3 processes

S/P Settlements & Payments Management

Process Identifier: 1.1.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
S/P Settlements & Payments Management processes manage all settlements and
payments for the enterprise, including invoice validation and verification and payment
authorization.

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Extended Description
For a value network, and particularly for service providers, settlements and payments
management is complex. In many cases, the supplier cost can be the largest single cost
and incorrect settlement or payments can mean the difference between profit and loss.
S/P Settlements & Payments Management processes manage all settlements and
payments for the enterprise, including invoice validation and verification and payment
authorization. These S/P Settlements and Payments Management processes interface
with the supplier’s Customer Relationship Management process of Billing and Collection
Management.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Account

Process Identifier: 1.1.4.5.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage Account processes administer the internal record of usage of supplier/partner’s
services in support of invoice reconciliation and reciprocal usage settlement.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Receive & Assess Invoice

Process Identifier: 1.1.4.5.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Receive & Assess Invoice processes compare invoices against usage records and
offsets, and manage the interactions between the supplier/partner and the enterprise to
confirm usage records and resolve account differences.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Negotiate & Approve Invoice

Process Identifier: 1.1.4.5.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Negotiate & Approve Invoice processes manage the interactions between the
supplier/partner and the enterprise, in relation to enquiries about the billing account,
handling disputes and any subsequent negotiations.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Issue Settlement Notice & Payment

Process Identifier: 1.1.4.5.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Issue Settlement Notice & Payment processes apply where suppliers / partners are end
to revenue sharing, where the enterprise initiates the settlement cycle.

Extended Description
Issue Settlement Notice & Payment processes apply where suppliers / partners are end
to revenue sharing, where the enterprise initiates the settlement cycle.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.4.6 S/P Interface Management

Figure 173. S/P Interface Management decomposition into level 3 processes

S/P Interface Management

Process Identifier: 1.1.4.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
S/P Interface Management processes manage the contacts between the enterprise and
its current or future suppliers/partners for S/P supplied products..

Extended Description
S/P Interface Management processes manage the contacts between the enterprise and
its current or future suppliers/partners for products or services. These processes are

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basically contact management and tracking processes. These S/P Interface Management
processes interface with the CRM process of Customer Interface Management.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage S/P Requests (Including Self Service)

Process Identifier: 1.1.4.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Accept requests and enable the supplier / partner to obtain the desired information from
the enterprise, or identify and activate the appropriate process area to accomplish the
request

Extended Description
Manage S/P Requests (including Self Service) processes accept requests and enable the
supplier / partner to obtain the desired information from the enterprise, or identify and
activate the appropriate process area to accomplish the request.
They also initiate interactions and manage the process of the supplier/partner obtaining
information. Alternatively they interact with the appropriate process area to accomplish
the request.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Analyze & Report S/P Interactions

Process Identifier: 1.1.4.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze & Report S/P Interactions processes analyze interactions and generate reports
for tracking and managing interactions or improving procedures for supplier/partner
processes.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Mediate & Orchestrate Supplier/Partner Interactions

Process Identifier: 1.1.4.6.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Ensure that transaction message structure and interactions conform to agreed, externally
defined standards used by the enterprise and its suppliers/partners

Extended Description
The purpose of the Mediate & Orchestrate Supplier/Partner Interactions is to ensure that
transaction message structure and interactions conform to agreed, externally defined
standards used by the enterprise and its suppliers/partners. Increasingly transactions with
external parties (e.g. suppliers using RosettaNet or ebXML standards) will need to
conform to message and data formats defined by third parties or third party organizations.
Based on the specific transaction type and involved external party, this conformance will
require the identification of the necessary data formats to be sent externally, and
conversion of externally received messages into the required internal enterprise formats.
In addition, interactions with external parties may require that messages and transactions
need to be undertaken with defined and agreed orchestration for message exchange. The
actual agreement between the parties to use specific interaction standards is part of the
Support S/P Interface Management and Manage Supplier/Partner Engagement L3s.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.1.4.6.1 Manage S/P Requests (Including

Self Service)

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Figure 174. Manage S/P Requests (Including Self Service) decomposition into level 4 processes

Manage S/P Requests (Including Self Service)

Process Identifier: 1.1.4.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Accept requests and enable the supplier / partner to obtain the desired information from
the enterprise, or identify and activate the appropriate process area to accomplish the
request

Extended Description
Manage S/P Requests (including Self Service) processes accept requests and enable the
supplier / partner to obtain the desired information from the enterprise, or identify and
activate the appropriate process area to accomplish the request.
They also initiate interactions and manage the process of the supplier/partner obtaining
information. Alternatively they interact with the appropriate process area to accomplish
the request.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather Supplier/Partner Request

Process Identifier: 1.1.4.6.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
accepts S/P requests and enable the supplier / partner to obtain the desired information
from the enterprise

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Gather Supplier/Partner Request processes focus on accepting S/P requests and
enabling supplier / partner to obtain the desired information from the enterprise.

Optional
Not used for this process element

Interactions
Not used for this process element

Guide Supplier/Partner Requests

Process Identifier: 1.1.4.6.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
identify and activate the appropriate process area to accomplish the S/P request

Extended Description
Not used for this process element

Explanatory
They also initiate interactions and manage the process of the supplier/partner obtaining
information.

Mandatory
Guide Supplier/Partner Requests processes identify and activate the appropriate process
area to accomplish the request.

Optional
Not used for this process element

Interactions
Alternatively they interact with the appropriate process area to accomplish the request.
They also initiate interactions and manage the process of the supplier/partner obtaining
information.

Prepare Supplier/Partner Interaction response

Process Identifier: 1.1.4.6.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
prepare Interaction response based on output received from processes activated as a
result of process Guide Supplier/Partner Requests

Extended Description
Not used for this process element

Explanatory
This response is based on output received from processes activated as a result of
process Guide Supplier/Partner Requests

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Mandatory
Prepare Supplier/Partner Interaction response processes prepare response in order to
manage desired information for S/P based on request placed.

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.4.6.2 Analyze & Report S/P Interactions

Figure 175. Analyze & Report S/P Interactions decomposition into level 4 processes

Analyze & Report S/P Interactions

Process Identifier: 1.1.4.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze & Report S/P Interactions processes analyze interactions and generate reports
for tracking and managing interactions or improving procedures for supplier/partner
processes.

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Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze Supplier/Partner Interactions

Process Identifier: 1.1.4.6.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyzes Supplier/Partner interactions for improving supplier/partner interactions
processes

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Analyze Supplier/Partner Interactions processes analyzes the interactions with
Supplier/Partner for improving procedures for supplier/partner processes

Optional
Not used for this process element

Interactions

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Not used for this process element

Generate Supplier/Partner Interactions Report

Process Identifier: 1.1.4.6.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Generate Supplier/Partner interactions reports for tracking and managing interactions

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Generate Supplier/Partner interactions reports for tracking and managing interactions

Optional
Not used for this process element

Interactions
Not used for this process element

1.1.4.6.3 Mediate & Orchestrate

Supplier/Partner Interactions

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Figure 176. Mediate & Orchestrate Supplier/Partner Interactions decomposition into level 4 processes

Mediate & Orchestrate Supplier/Partner Interactions

Process Identifier: 1.1.4.6.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that transaction message structure and interactions conform to agreed, externally
defined standards used by the enterprise and its suppliers/partners

Extended Description
The purpose of the Mediate & Orchestrate Supplier/Partner Interactions is to ensure that
transaction message structure and interactions conform to agreed, externally defined
standards used by the enterprise and its suppliers/partners. Increasingly transactions with
external parties (e.g. suppliers using RosettaNet or ebXML standards) will need to
conform to message and data formats defined by third parties or third party organizations.
Based on the specific transaction type and involved external party, this conformance will
require the identification of the necessary data formats to be sent externally, and
conversion of externally received messages into the required internal enterprise formats.
In addition, interactions with external parties may require that messages and transactions
need to be undertaken with defined and agreed orchestration for message exchange. The
actual agreement between the parties to use specific interaction standards is part of the
Support S/P Interface Management and Manage Supplier/Partner Engagement L3s.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Supplier/Partner Interactions Data Formats

Process Identifier: 1.1.4.6.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identification of necessary data formats to be exchanged between enterpise and
Supplier/Partners

Extended Description
Identify Supplier/Partner Interactions Data Formats processes focus on identification of
necessary data formats to be sent externally.

Explanatory
Not used for this process element

Mandatory
Identify Supplier/Partner Interactions Data Formats processes focus on identification of
necessary data formats to be sent externally.

Optional
Not used for this process element

Interactions
Not used for this process element

Orchestrate Supplier/Partner interactions

Process Identifier: 1.1.4.6.3.2

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
definition of transaction message structure and interactions to conform to agreed,
externally defined standards used by the enterprise and its suppliers/partners

Extended Description
Not used for this process element

Explanatory
Increasingly transactions with external parties (e.g. suppliers using RosettaNet or ebXML
standards) will need to conform to message and data formats defined by third parties or
third party organizations. In addition, interactions with external parties may require that
messages and transactions need to be undertaken with defined and agreed orchestration
for message exchange.

Mandatory
Orchestrate Supplier/Partner interactions processes ensures that transaction message
structure and interactions to conform to agreed, externally defined standards used by the
enterprise and its suppliers/partners. Based on the specific transaction type and involved
external party, this will require the identification of the necessary data formats to be sent
externally, and conversion of externally received messages into the required internal
enterprise formats.

Optional
Not used for this process element

Interactions
The actual agreement between the parties to use specific interaction standards is part of
the Support S/P Interface Management and Manage Supplier/Partner Engagement L3s.

Mediate Supplier/Partner Interactions

Process Identifier: 1.1.4.6.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
conversion of externally received messages into the required internal enterprise formats.

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Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Mediate Supplier/Partner Interactions processes manages conversion of externally
received messages into the required internal enterprise formats.

Optional
Not used for this process element

Interactions
Not used for this process element

1.2.1.1 Market Strategy & Policy

Figure 177. Market Strategy & Policy decomposition into level 3 processes

Market Strategy & Policy

Process Identifier: 1.2.1.1

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Enable the development of a strategic view of an enterprise’s existing and desired
market-place

Extended Description
Market Strategy & Policy processes enable the development of a strategic view of an
enterprise’s existing and desired market-place, activities and aims. Market segmentation
and analysis is performed, to determine an enterprise’s target and addressable markets,
along with the development of marketing strategies for each market segment or set of
target customers. The decision is made as to which markets the enterprise wants or
needs to be in, and how it plans to enter or grow in these markets and market segments.
This will be achieved through multiple inputs: including Enterprise Strategies, Market
Research, Market Analysis.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather & Analyze Market Information

Process Identifier: 1.2.1.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Research market information and develop market forecasts

Extended Description

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Gather & Analyze Market Information processes develop enterprise and business views
of the market, based on the analysis of external and internal information sources. These
processes include the establishment and management of relationships with external
providers of market information, and the management of internal resources used for
providing market information. Methodologies used for developing market forecasts, as
well as the development of forecasts, are managed within these processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Market Segments

Process Identifier: 1.2.1.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish the market segmentation to be used across the enterprise

Extended Description
Establish Market Segments processes identify the market segmentation which will be
used across the enterprise. These processes identify the areas within the organization
responsible for the management of market segment outcomes, as well as identifying and
managing reporting processes for specific market segments.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Gain Commitment to Marketing Strategy

Process Identifier: 1.2.1.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain enterprise commitment to the market strategy and segmentation

Extended Description
The Gain Commitment to Market Strategy processes gain enterprise commitment to the
market strategy and segmentation. These processes include all aspects of identification
of stakeholders and negotiation to gain stakeholder approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Market Strategy

Process Identifier: 1.2.1.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Develop and document the enterprise market strategy

Extended Description
Establish Market Strategy processes result in agreement across the enterprise with
respect to the markets in which the enterprise will participate, the objectives to be
achieved, and the broad strategies to be followed to achieve the objectives. A key subset
of the market strategy is the development of appropriate sales strategies to support the
market strategy. These processes also identify the areas across the enterprise
responsible for the achievement of specific objectives.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Link Market Segments & Products

Process Identifier: 1.2.1.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze the basic consumption profiles of market segments and associate these with the
product families available

Extended Description
The Link Market Segment and Product processes analyze the basic consumption profiles
of market segments and associate these with the product families available, as well as
identify potential new product families for the market segments. The processes analyze
segment purchase and decision issues, and their geographic locations.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.1.2 Establish Market Strategy

Figure 178. Establish Market Strategy decomposition into level 4 processes

Establish Market Strategy

Process Identifier: 1.2.1.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and document the enterprise market strategy

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Extended Description
Establish Market Strategy processes result in agreement across the enterprise with
respect to the markets in which the enterprise will participate, the objectives to be
achieved, and the broad strategies to be followed to achieve the objectives. A key subset
of the market strategy is the development of appropriate sales strategies to support the
market strategy. These processes also identify the areas across the enterprise
responsible for the achievement of specific objectives.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Market Participation

Process Identifier: 1.2.1.1.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Agreement on Markets in which Enterprise will Participate.

Extended Description
Establish Market Participation processes focus on agreement across the enterprise with
respect to markets in which the enterprise will participate.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Establish Market Strategy Objectives

Process Identifier: 1.2.1.1.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define Objectives, strategies to be followed to achieve objectives

Extended Description
Establish Market Strategy Objectives processes focus on defining the Objectives to be
achieved and the broad strategies to be followed to achieve the objectives

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Market Strategy

Process Identifier: 1.2.1.1.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Develop sales strategies to support market strategies

Extended Description
Support Market strategy processes focus on developing appropriate sales strategies.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Enterpise areas to meet market startegy objectives

Process Identifier: 1.2.1.1.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify the areas across the enterprise responsible for te achievement of specific
objectives

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

1.2.1.1.3 Establish Market Segments

Figure 179. Establish Market Segments decomposition into level 4 processes

Establish Market Segments

Process Identifier: 1.2.1.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish the market segmentation to be used across the enterprise

Extended Description
Establish Market Segments processes identify the market segmentation which will be
used across the enterprise. These processes identify the areas within the organization
responsible for the management of market segment outcomes, as well as identifying and
managing reporting processes for specific market segments.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Market Segments

Process Identifier: 1.2.1.1.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify the market segmentation

Extended Description
Identify Market Segments process are responsible for indentifying the market
segmentation which will be used across the enterprise.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Market Segments outcome

Process Identifier: 1.2.1.1.3.2

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Management of market segmnets outcome.

Extended Description
Manage Market Segments outcome process focus on identifying the areas with in the
organization which are responsible for the management of market segment outcomes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Reporting - Specific Market Segments

Process Identifier: 1.2.1.1.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify and manage reporting process for specific market segments

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.1.4 Link Market Segments &

Products

Figure 180. Link Market Segments & Products decomposition into level 4 processes

Link Market Segments & Products

Process Identifier: 1.2.1.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze the basic consumption profiles of market segments and associate these with the
product families available

Extended Description

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The Link Market Segment and Product processes analyze the basic consumption profiles
of market segments and associate these with the product families available, as well as
identify potential new product families for the market segments. The processes analyze
segment purchase and decision issues, and their geographic locations.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Link consumption profiles & available product families

Process Identifier: 1.2.1.1.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Link Market segments and available product families

Extended Description
Link Market segments & available product families processes analyze the basic
consumption profiles of market segments and associate these with the product families
available

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Identify potential new product families for market segments

Process Identifier: 1.2.1.1.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify potential new product families for the market segments

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze Market Segment purchase and issues

Process Identifier: 1.2.1.1.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze segment purchase and decision issues, and their geographic locations.

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Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.1.5 Gain Commitment to Marketing

Strategy

Figure 181. Gain Commitment to Marketing Strategy decomposition into level 4 processes

Gain Commitment to Marketing Strategy

Process Identifier: 1.2.1.1.5

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain enterprise commitment to the market strategy and segmentation

Extended Description
The Gain Commitment to Market Strategy processes gain enterprise commitment to the
market strategy and segmentation. These processes include all aspects of identification
of stakeholders and negotiation to gain stakeholder approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Stakeholders to Market Strategy

Process Identifier: 1.2.1.1.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify stakeholders of market strategy

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Market Strategy Stakeholder approval

Process Identifier: 1.2.1.1.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Negotiate & gain stakeholder approval for market strategy

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Enterprise Commitment to Market Strategy

Process Identifier: 1.2.1.1.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Gain Enterprise commitment to the market strategy and segmentation

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.2 Product & Offer Portfolio Planning

Figure 182. Product & Offer Portfolio Planning decomposition into level 3 processes

Product & Offer Portfolio Planning

Process Identifier: 1.2.1.2

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop strategies for products at the portfolio level.

Extended Description
Product & Offer Portfolio Planning processes develop strategies for products at the
portfolio level. The decision is made as to which product types the enterprise wants or
needs to offer, and how it plans to enter or grow in these sectors. This will be done based
on multiple inputs: including Enterprise Strategies, Market Research and Market Analysis.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather & Analyze Product Information

Process Identifier: 1.2.1.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Research information relating to product ideas and opportunities and identify product
opportunities

Extended Description
Gather & Analyze Product Information processes research information relating to product
ideas and opportunities and identify product opportunities based on the analysis of
external and internal information sources. These processes encompass analysis to
identify new products as well as reviewing existing products. They also include the

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establishment and management of relationships with external providers of product

information, and the management of internal resources used for providing product
information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Product Portfolio Strategy

Process Identifier: 1.2.1.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define and agree the product and offer portfolio structure to be used within the enterprise

Extended Description
The Establish Product Portfolio Strategy processes define the overall structure of the
product portfolios to be used across the enterprise, or between or within business units.
These products and product portfolios form the basis of offers made to customers. It
includes the agreement on and implementation of cross-portfolio and cross-product co-
ordination and management functions.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Produce Product Portfolio Business Plans

Process Identifier: 1.2.1.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop annual and multi-year product and product portfolio business plans to guide
product development within the enterprise

Extended Description
The Produce Product Portfolio Business Plans processes develop annual and multi-year
product and product portfolio business plans to guide new product development and
enhancements for existing products within the enterprise. These plans include portfolio
forecasts, negotiation for required level of resources, outlines of the strategy for offering
of the products into the market, anticipated pricing strategies, projected revenues and
costs, product performance requirements, operational requirements, gaining
interdepartmental, process, infrastructure and supply chain commitment and executive
approval, as well as communicating the plans.
The portfolio plans can be developed top-down from the overall enterprise business
strategy, or can be developed as a bottom-up amalgamation and summary of individual
product plans contained within the portfolio, or some combination of the two approaches.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Commitment to Product Business Plans

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Process Identifier: 1.2.1.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain enterprise commitment to the product portfolio strategy and individual product plans

Extended Description
The Gain Commitment to Product Business Plans processes gain enterprise commitment
to the product portfolio strategy and individual product plans. These processes include all
aspects of identification of stakeholders and negotiation to gain stakeholder approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.2.1 Gather & Analyze Product

Information

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Figure 183. Gather & Analyze Product Information decomposition into level 4 processes

Gather & Analyze Product Information

Process Identifier: 1.2.1.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Research information relating to product ideas and opportunities and identify product
opportunities

Extended Description
Gather & Analyze Product Information processes research information relating to product
ideas and opportunities and identify product opportunities based on the analysis of
external and internal information sources. These processes encompass analysis to
identify new products as well as reviewing existing products. They also include the
establishment and management of relationships with external providers of product
information, and the management of internal resources used for providing product
information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Gather Product Information

Process Identifier: 1.2.1.2.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and Management of external Providers and internal resources for providing
product information

Extended Description
Gather Product information processes focus on establishment and Management of
relationships with external providers of product informtion, and management of internal
resources used for providing product information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze Product Information

Process Identifier: 1.2.1.2.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Identify new products, review existing products, research information about product ideas

Extended Description
Analyze Product information processes focus on research of information relating to
product ideas and opportunities and identify product opportunities based on analysis of
the external and internal information sources.These processes are responsible for
analysis to identify new products as well as review of existing products.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.2.2 Establish Product Portfolio

Strategy

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Figure 184. Establish Product Portfolio Strategy decomposition into level 4 processes

Establish Product Portfolio Strategy

Process Identifier: 1.2.1.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define and agree the product and offer portfolio structure to be used within the enterprise

Extended Description
The Establish Product Portfolio Strategy processes define the overall structure of the
product portfolios to be used across the enterprise, or between or within business units.
These products and product portfolios form the basis of offers made to customers. It
includes the agreement on and implementation of cross-portfolio and cross-product co-
ordination and management functions.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define overall product portfolios structure

Process Identifier: 1.2.1.2.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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define overall structure of product portfolios

Extended Description
Define overall product portfolios structure processes focus on defining overall structure of
product portfolios to be used across the enterprise, or between or within business units.
These products and porduct portfolios form the basis of offers made to customers.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

implement product portfolio management functions

Process Identifier: 1.2.1.2.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Implement cross-portfolio and cross-product co-ordination

Extended Description
implement product portfolio management functions processes focus on agreement on
and implementation of cross-portfolio and cross-product co-ordination and, management
functions.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.2.1.2.3 Produce Product Portfolio

Business Plans

Figure 185. Produce Product Portfolio Business Plans decomposition into level 4 processes

Produce Product Portfolio Business Plans

Process Identifier: 1.2.1.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop annual and multi-year product and product portfolio business plans to guide
product development within the enterprise

Extended Description
The Produce Product Portfolio Business Plans processes develop annual and multi-year
product and product portfolio business plans to guide new product development and
enhancements for existing products within the enterprise. These plans include portfolio

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forecasts, negotiation for required level of resources, outlines of the strategy for offering
of the products into the market, anticipated pricing strategies, projected revenues and
costs, product performance requirements, operational requirements, gaining
interdepartmental, process, infrastructure and supply chain commitment and executive
approval, as well as communicating the plans.
The portfolio plans can be developed top-down from the overall enterprise business
strategy, or can be developed as a bottom-up amalgamation and summary of individual
product plans contained within the portfolio, or some combination of the two approaches.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Co-ordinate Product Business Plans

Process Identifier: 1.2.1.2.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Co-ordinate development of annual and multi-year product and product portfolio business
plans to guide new product development and enhancements for existing products within
the enterprise

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Product Portfolio Forecasts

Process Identifier: 1.2.1.2.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop portfolio forecasts

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Negotiate Product Business Plan Resources

Process Identifier: 1.2.1.2.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Negotiate for required level of resources

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Outline Market Strategy

Process Identifier: 1.2.1.2.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop outlines of the strategy for offering of the products into the market

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Develop Product Pricing Strategy

Process Identifier: 1.2.1.2.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop anticipated pricing strategies,

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Revenue/Cost Projections

Process Identifier: 1.2.1.2.3.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop projected revenues and costs

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Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Product Performance Requirements

Process Identifier: 1.2.1.2.3.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop product performance requirements

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Develop Product Operational Requirements

Process Identifier: 1.2.1.2.3.8

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop operational requirements

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Business Plan Commitment and Approval

Process Identifier: 1.2.1.2.3.9

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain interdepartmental, process, infrastructure and supply chain commitment and
executive approval

Extended Description
Not used for this process element

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Communicate Business Plans

Process Identifier: 1.2.1.2.3.10

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
communicating the plans

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.2.1.2.4 Gain Commitment to Product

Business Plans

Figure 186. Gain Commitment to Product Business Plans decomposition into level 4 processes

Gain Commitment to Product Business Plans

Process Identifier: 1.2.1.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain enterprise commitment to the product portfolio strategy and individual product plans

Extended Description
The Gain Commitment to Product Business Plans processes gain enterprise commitment
to the product portfolio strategy and individual product plans. These processes include all
aspects of identification of stakeholders and negotiation to gain stakeholder approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Identify Stakeholders to Product Business plans

Process Identifier: 1.2.1.2.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify stakeholders of Product Business plans

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Product Business plans Stakeholders approval

Process Identifier: 1.2.1.2.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Negotiate & gain stakeholder approval for Product Business Plans

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Enterprise Commitment to Product Business plans

Process Identifier: 1.2.1.2.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain Enterprise commitment to the product portfolio strategy and individual product plans

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

1.2.1.3 Product & Offer Capability Delivery

Figure 187. Product & Offer Capability Delivery decomposition into level 3 processes

Product & Offer Capability Delivery

Process Identifier: 1.2.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the delivery and build of new or changed Product & Offer and delivery
capabilities within an enterprise.

Extended Description
Based on the Product strategy for the enterprise, the Product & Offer Capability Delivery
processes manage the delivery and build of new or changed Product offering and delivery
capabilities within an enterprise. It also handles their requisite infrastructure, where the
technologies, scope or type/depth of infrastructure is significantly different to that currently
employed in the enterprise. e.g. introduction of Third-generation Mobile Telephony

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networks.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Product Capability Requirements

Process Identifier: 1.2.1.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define and obtain agreement to the detailed infrastructure requirements to support the
product portfolio and individual product plans

Extended Description
The Define Product Capability Requirements processes define and obtain agreement to
the detailed infrastructure requirements to support the product portfolio and individual
product plans. Product infrastructure requirements to support new product initiatives in
the PLM vertical are captured in this process, as well as any product infrastructure
requirements needed to support the specific offers being made to customers through the
sales channels. These processes also identify the service infrastructure capabilities
required to deliver the product infrastructure. The processes include any cross-enterprise
co-ordination and management functions to ensure that the requirements capture the
needs of all stakeholders.
These processes provide input into the requirements capture processes in the Service
and Supply Chain, and potentially the Resource, horizontal process groupings.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Product Capability Shortfalls

Process Identifier: 1.2.1.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify specific or imminent product capacity, product performance and/or product
operational support shortfalls

Extended Description
The Capture Product Capability Shortfalls processes identify specific or imminent product
capacity, product performance and/or product operational support shortfalls. These
processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product capacity and performance
shortfalls and support process issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Approve Product Business Case

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Process Identifier: 1.2.1.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and gain approval for a business case to develop and deliver the required
capabilities, including identification of potential suppliers/partners

Extended Description
The Approve Product Business Case processes capture all activities required to develop
and gain the necessary level of approval for a business case to develop and deliver the
required capabilities, including identification of potential suppliers/partners. The business
case should identify any required product infrastructure components, development costs
and anticipated benefits, including revenue gains, productivity gains, performance
improvements and/or operational cost improvements. The business case should also
include a general view of the types of product offers which could be developed and
deployed using the product infrastructure, but would not necessarily include a specific
proposal to launch a specific product. This later activity is managed by the PLM
processes. The processes include any cross-enterprise co-ordination and management
functions to ensure that the business case is supported by all stakeholders.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Deliver Product Capability

Process Identifier: 1.2.1.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Manage the co-coordinated delivery in line with the approved business case of all
required product infrastructure capabilities for that business case across the enterprise

Extended Description
The Deliver Product Capability processes ensure the co-coordinated delivery in line with
the approved business case of all required product infrastructure capabilities for that
business case across the enterprise. It is predominantly a program/project management
function, with the detailed management of individual infrastructure component delivery
managed through separate processes. The processes track and ensure that the business
case cost parameters are met, and anticipated benefits and ongoing operational costs are
likely to be achieved

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Handover to Product Operations

Process Identifier: 1.2.1.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the processes involved in handover of deployed product infrastructure to
operational control

Extended Description
The Manage Handover to Product Operations processes manage the processes involved
in handover of deployed product infrastructure to operational control. These processes
ensure that all performance and operational design requirements have been met by the
installed product infrastructure, and that all tools, test equipment, operational procedures,
support groups, and training is in place to allow for successful operation. These
processes include the management and coordination of all stakeholders required to gain
approval and acceptance of the handover to operational control.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Product Capability Delivery Methodology

Process Identifier: 1.2.1.3.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define and manage the methodology to be adopted for product capability delivery across
the enterprise

Extended Description
The Manage Product Capability Delivery Methodology processes define and manage the
methodology to be adopted for product capability delivery across the enterprise. The
processes define the procedures and steps to follow to ensure that all project activities
across the enterprise to develop infrastructure capability are co-coordinated, visible and
controlled. These processes define the steps in the methodology, and approval process
or gates to be passed by individual product capability delivery projects, and may maintain
a repository of all activities as a part of the coordination aspects.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

1.2.1.3.1 Define Product Capability

Requirements

Figure 188. Define Product Capability Requirements decomposition into level 4 processes

Define Product Capability Requirements

Process Identifier: 1.2.1.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define and obtain agreement to the detailed infrastructure requirements to support the
product portfolio and individual product plans

Extended Description
The Define Product Capability Requirements processes define and obtain agreement to
the detailed infrastructure requirements to support the product portfolio and individual
product plans. Product infrastructure requirements to support new product initiatives in
the PLM vertical are captured in this process, as well as any product infrastructure
requirements needed to support the specific offers being made to customers through the
sales channels. These processes also identify the service infrastructure capabilities
required to deliver the product infrastructure. The processes include any cross-enterprise

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co-ordination and management functions to ensure that the requirements capture the
needs of all stakeholders.
These processes provide input into the requirements capture processes in the Service
and Supply Chain, and potentially the Resource, horizontal process groupings.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Product Infrastructure Requirements

Process Identifier: 1.2.1.3.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes define the detailed infrastructure requirements to support the product
portfolio and individual product plans. Product infrastructure requirements to support new
product initiatives in the PLM vertical are captured in this process, as well as any product
infrastructure requirements needed to support the specific offers being made to
customers through the sales channels. These processes also identify the service
infrastructure capabilities required to deliver the product infrastructure.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Agree Product Infrastructure Requirements

Process Identifier: 1.2.1.3.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes obtain agreement to the detailed infrastructure requirements to support
the product portfolio and individual product plans. The processes include any cross-
enterprise co-ordination and management functions to ensure that the requirements
capture the needs of all stakeholders.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Product Infrastructure Requirements

Process Identifier: 1.2.1.3.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
These processes provide input into the requirements capture processes in the Service
and Supply Chain, and potentially the Resource, horizontal process groupings.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.3.2 Capture Product Capability

Shortfalls

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Figure 189. Capture Product Capability Shortfalls decomposition into level 4 processes

Capture Product Capability Shortfalls

Process Identifier: 1.2.1.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify specific or imminent product capacity, product performance and/or product
operational support shortfalls

Extended Description
The Capture Product Capability Shortfalls processes identify specific or imminent product
capacity, product performance and/or product operational support shortfalls. These
processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product capacity and performance
shortfalls and support process issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Product Capacity Shortfalls

Process Identifier: 1.2.1.3.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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These processes identify specific or imminent product capacity shortfalls. These

processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product capacity issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Product Performance Shortfalls

Process Identifier: 1.2.1.3.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes identify specific or imminent product performance shortfalls. These
processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product performance issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Capture Product Operational Support Shorfalls

Process Identifier: 1.2.1.3.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes identify specific or imminent product operational support shortfalls.
These processes take information available from the Customer Relationship Management
processes to establish detailed views of anticipated product operational support issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.3.3 Approve Product Business Case

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Figure 190. Approve Product Business Case decomposition into level 4 processes

Approve Product Business Case

Process Identifier: 1.2.1.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and gain approval for a business case to develop and deliver the required
capabilities, including identification of potential suppliers/partners

Extended Description
The Approve Product Business Case processes capture all activities required to develop
and gain the necessary level of approval for a business case to develop and deliver the
required capabilities, including identification of potential suppliers/partners. The business
case should identify any required product infrastructure components, development costs
and anticipated benefits, including revenue gains, productivity gains, performance
improvements and/or operational cost improvements. The business case should also
include a general view of the types of product offers which could be developed and
deployed using the product infrastructure, but would not necessarily include a specific
proposal to launch a specific product. This later activity is managed by the PLM
processes. The processes include any cross-enterprise co-ordination and management
functions to ensure that the business case is supported by all stakeholders.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Product Business Case

Process Identifier: 1.2.1.3.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes capture all activities required to develop a business case to develop
and deliver the required capabilities, including identification of potential
suppliers/partners. The business case should identify any required product infrastructure
components, development costs and anticipated benefits, including revenue gains,
productivity gains, performance improvements and/or operational cost improvements.
The business case should also include a general view of the types of product offers which
could be developed and deployed using the product infrastructure, but would not
necessarily include a specific proposal to launch a specific product. This later activity is
managed by the PLM processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Gain Product Business Case Approval

Process Identifier: 1.2.1.3.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes capture all activities required to gain the necessary level of approval for
a business case to develop and deliver the required capabilities. The processes include
any cross-enterprise co-ordination and management functions to ensure that the
business case is supported by all stakeholders.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.3.4 Deliver Product Capability

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Figure 191. Deliver Product Capability decomposition into level 4 processes

Deliver Product Capability

Process Identifier: 1.2.1.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the co-coordinated delivery in line with the approved business case of all
required product infrastructure capabilities for that business case across the enterprise

Extended Description
The Deliver Product Capability processes ensure the co-coordinated delivery in line with
the approved business case of all required product infrastructure capabilities for that
business case across the enterprise. It is predominantly a program/project management
function, with the detailed management of individual infrastructure component delivery
managed through separate processes. The processes track and ensure that the business
case cost parameters are met, and anticipated benefits and ongoing operational costs are
likely to be achieved

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Co-ordinate Product Capability Delivery

Process Identifier: 1.2.1.3.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure the co-coordinated delivery in line with the approved business
case of all required product infrastructure capabilities for that business case across the
enterprise. It is predominantly a program/project management function, with the detailed
management of individual infrastructure component delivery managed through separate
processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track Product Capability Business Case Costs

Process Identifier: 1.2.1.3.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
These processes track and ensure that the business case cost parameters are met for all
required product infrastructure capabilities.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Product Capability Benefits & Operational Costs

Process Identifier: 1.2.1.3.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes track and ensure that the anticipated benefits and ongoing operational
costs are likely to be achieved for all required product infrastructure capabilities.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.3.5 Manage Handover to Product

Operations

Figure 192. Manage Handover to Product Operations decomposition into level 4 processes

Manage Handover to Product Operations

Process Identifier: 1.2.1.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the processes involved in handover of deployed product infrastructure to
operational control

Extended Description
The Manage Handover to Product Operations processes manage the processes involved
in handover of deployed product infrastructure to operational control. These processes
ensure that all performance and operational design requirements have been met by the

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installed product infrastructure, and that all tools, test equipment, operational procedures,
support groups, and training is in place to allow for successful operation. These
processes include the management and coordination of all stakeholders required to gain
approval and acceptance of the handover to operational control.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Co-ordinate Product Operational Handover

Process Identifier: 1.2.1.3.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes co-ordinate the processes involved in handover of deployed product
infrastructure to operational control, including the management and coordination of all
stakeholders required to gain approval and acceptance of the handover.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Validate Product Infrastructure Design

Process Identifier: 1.2.1.3.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that all performance and operational design requirements have
been met by the installed product infrastructure.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Product Handover Support

Process Identifier: 1.2.1.3.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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These processes ensure that all tools, test equipment, operational procedures, support
groups, and training is in place to allow for successful operation.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.3.6 Manage Product Capability

Delivery Methodology

Figure 193. Manage Product Capability Delivery Methodology decomposition into level 4 processes

Define Product Capability Delivery Methodology

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Process Identifier: 1.2.1.3.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes define the methodology to be adopted for product capability delivery
across the enterprise. The processes define the procedures and steps to follow to ensure
that all project activities across the enterprise to develop infrastructure capability are co-
coordinated, visible and controlled. These processes define the steps in the methodology,
and approval process or gates.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Product Capability Delivery Methodology

Process Identifier: 1.2.1.3.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define and manage the methodology to be adopted for product capability delivery across
the enterprise

Extended Description
The Manage Product Capability Delivery Methodology processes define and manage the
methodology to be adopted for product capability delivery across the enterprise. The

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processes define the procedures and steps to follow to ensure that all project activities
across the enterprise to develop infrastructure capability are co-coordinated, visible and
controlled. These processes define the steps in the methodology, and approval process
or gates to be passed by individual product capability delivery projects, and may maintain
a repository of all activities as a part of the coordination aspects.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Maintain Product Capability Delivery Repository

Process Identifier: 1.2.1.3.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the methodology to be adopted for product capability delivery
across the enterprise. These processes may maintain a repository of all activities as a
part of the coordination aspects, including approval process or gates to be passed by
individual product capability delivery projects.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.2.1.4 Marketing Capability Delivery

Figure 194. Marketing Capability Delivery decomposition into level 3 processes

Marketing Capability Delivery

Process Identifier: 1.2.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the delivery and build of new or changed market capabilities or customer-related
capabilities.

Extended Description
Based on the market strategy for the enterprise, the Marketing Capability Delivery
processes manage the delivery and build of new or changed market capabilities (e.g. on-
line channels and sales channels) or customer-related capabilities (e.g. ability to identify,
save, manipulate and retrieve and apply new types of knowledge about customers).
These capabilities are created and delivered in line with the Market Strategy, for example,
one strategy may be to create more on-line channels to allow for customer self-service.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Marketing Capability Requirements

Process Identifier: 1.2.1.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define and agree the marketing infrastructure capability requirements

Extended Description
The Define Marketing Capability Requirements processes define and agree the marketing
infrastructure capability requirements. The processes define and obtain agreement to the
detailed infrastructure requirements to support the marketing strategies and forecasts.
The Define Marketing Capability Requirements processes provide requirements,
including process performance targets, for the development of new and/or enhancement
of existing marketing infrastructure which are captured by this process. These processes
include any cross-enterprise co-ordination and management functions to ensure that the
requirements capture the needs of all stakeholders.
These processes provide input into the requirements capture processes in the Resource
and Supply Chain horizontal process groupings

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Gain Marketing Capability Approval

Process Identifier: 1.2.1.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities

Extended Description
The Gain Marketing Capability Approval processes capture all activities required to
develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities, including identification of potential suppliers/partners.
The business case developed by these processes should identify development costs and
anticipated benefits, including productivity gains and/or operational cost improvements.
These processes include any cross-enterprise co-ordination and management functions
to ensure that the business case is supported by all stakeholders.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Deliver Marketing Infrastructure

Process Identifier: 1.2.1.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Manage the coordinated delivery of all marketing infrastructure deliverables across the
enterprise

Extended Description
The Deliver Marketing Infrastructure processes manage the coordinated delivery of all
marketing infrastructure deliverables across the enterprise. The processes ensure the co-
coordinated delivery in line with the approved business case of all required infrastructure
capabilities for that business case across the enterprise. The processes track and ensure
that the business case cost parameters, and anticipated benefits are achieved. The
Deliver Marketing Infrastructure processes are predominantly program/project
management processes, with the detailed management of individual infrastructure
component delivery managed through separate processes in the relevant eTOM
horizontal process groupings.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Handover to Marketing Operations

Process Identifier: 1.2.1.4.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the processes involved in handover of deployed marketing infrastructure to
operational control

Extended Description
The Manage Handover to Marketing Operations processes manage the processes
involved in handover of deployed marketing infrastructure to operational control. These

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processes ensure that all operational and process performance design requirements
have been met by the installed marketing infrastructure, and that all tools, test equipment,
operational procedures, support groups, and training is in place to allow for successful
operation. These processes include the management and coordination of all stakeholders
required to gain approval and acceptance of the handover to operational control.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Marketing Capability Delivery Methodology

Process Identifier: 1.2.1.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define and manage the methodology to be adopted for marketing capability delivery
across the enterprise

Extended Description
The Manage Marketing Capability Delivery Methodology processes define and manage
the methodology to be adopted for marketing capability delivery across the enterprise.
The processes define the procedures and steps to follow to ensure that all project
activities across the enterprise to develop infrastructure capability are co-coordinated,
visible and controlled. These processes define the steps in the methodology, and
approval process or gates to be passed by individual marketing capability delivery
projects, and may maintain a repository of all activities as a part of the coordination
aspects.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.4.1 Define Marketing Capability

Requirements

Figure 195. Define Marketing Capability Requirements decomposition into level 4 processes

Define Marketing Capability Requirements

Process Identifier: 1.2.1.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define and agree the marketing infrastructure capability requirements

Extended Description
The Define Marketing Capability Requirements processes define and agree the marketing
infrastructure capability requirements. The processes define and obtain agreement to the
detailed infrastructure requirements to support the marketing strategies and forecasts.

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The Define Marketing Capability Requirements processes provide requirements,

including process performance targets, for the development of new and/or enhancement
of existing marketing infrastructure which are captured by this process. These processes
include any cross-enterprise co-ordination and management functions to ensure that the
requirements capture the needs of all stakeholders.
These processes provide input into the requirements capture processes in the Resource
and Supply Chain horizontal process groupings

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Marketing Infrastructure Requirements

Process Identifier: 1.2.1.4.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes define the detailed infrastructure requirements to support the marketing
strategies and forecasts. Thse processes provide requirements, including process
performance targets, for the development of new and/or enhancement of existing
marketing infrastructure which are captured by this process.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Agree Marketing Infrastructure Requirements

Process Identifier: 1.2.1.4.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business process terms, and
can be applied (i.e. “instantiated”) with other similar process elements for application within a specific
organization or domain.

Brief Description
These processes obtain agreement to the detailed infrastructure requirements to support the marketing
strategies and forecasts. The processes include any cross-enterprise co-ordination and management
functions to ensure that the requirements capture the needs of all stakeholders.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Marketing Infrastructure Requirements

Process Identifier: 1.2.1.4.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
These processes provide input into the requirements capture processes in the Resource
and Supply Chain horizontal process groupings.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.4.2 Gain Marketing Capability

Approval

Figure 196. Gain Marketing Capability Approval decomposition into level 4 processes

Gain Marketing Capability Approval

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Process Identifier: 1.2.1.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities

Extended Description
The Gain Marketing Capability Approval processes capture all activities required to
develop and gain the necessary level of approval for a business case to develop and
deliver the required capabilities, including identification of potential suppliers/partners.
The business case developed by these processes should identify development costs and
anticipated benefits, including productivity gains and/or operational cost improvements.
These processes include any cross-enterprise co-ordination and management functions
to ensure that the business case is supported by all stakeholders.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Marketing Capability Business Case

Process Identifier: 1.2.1.4.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes capture all activities required to develop a business case to develop
and deliver the required capabilities, including identification of potential
suppliers/partners. The business case developed by these processes should identify
development costs and anticipated benefits, including productivity gains and/or

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operational cost improvements.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Marketing Capability Business Case Approval

Process Identifier: 1.2.1.4.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes capture all activities required to gain the necessary level of approval for
a business case to develop and deliver the required capabilities, including identification of
potential suppliers/partners. These processes include any cross-enterprise co-ordination
and management functions to ensure that the business case is supported by all
stakeholders.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.2.1.4.3 Deliver Marketing Infrastructure

Figure 197. Deliver Marketing Infrastructure decomposition into level 4 processes

Deliver Marketing Infrastructure

Process Identifier: 1.2.1.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the coordinated delivery of all marketing infrastructure deliverables across the
enterprise

Extended Description
The Deliver Marketing Infrastructure processes manage the coordinated delivery of all
marketing infrastructure deliverables across the enterprise. The processes ensure the co-
coordinated delivery in line with the approved business case of all required infrastructure
capabilities for that business case across the enterprise. The processes track and ensure
that the business case cost parameters, and anticipated benefits are achieved. The
Deliver Marketing Infrastructure processes are predominantly program/project
management processes, with the detailed management of individual infrastructure

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component delivery managed through separate processes in the relevant eTOM

horizontal process groupings.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Co-ordinate Marketing Capability Delivery

Process Identifier: 1.2.1.4.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure the co-coordinated delivery in line with the approved business
case of all required marketing infrastructure capabilities for that business case across the
enterprise. It is predominantly a program/project management function, with the detailed
management of individual infrastructure component delivery managed through separate
processes in the relevant eTOM horizontal process groupings.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Track Marketing Capability Business Case Costs

Process Identifier: 1.2.1.4.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes track and ensure that the business case cost parameters are met for all
required product infrastructure capabilities.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Marketing Capability Benefits

Process Identifier: 1.2.1.4.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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These processes track and ensure that the anticipated benefits are likely to be achieved
for all required product infrastructure capabilities.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.4.4 Manage Handover to Marketing

Operations

Figure 198. Manage Handover to Marketing Operations decomposition into level 4 processes

Manage Handover to Marketing Operations

Process Identifier: 1.2.1.4.4

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the processes involved in handover of deployed marketing infrastructure to
operational control

Extended Description
The Manage Handover to Marketing Operations processes manage the processes
involved in handover of deployed marketing infrastructure to operational control. These
processes ensure that all operational and process performance design requirements
have been met by the installed marketing infrastructure, and that all tools, test equipment,
operational procedures, support groups, and training is in place to allow for successful
operation. These processes include the management and coordination of all stakeholders
required to gain approval and acceptance of the handover to operational control.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Co-ordinate Marketing Operational Handover

Process Identifier: 1.2.1.4.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes co-ordinate the processes involved in handover of deployed marketing
infrastructure to operational control, including the management and coordination of all
stakeholders required to gain approval and acceptance of the handover.

Extended Description

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Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Validate Marketing Infrastructure Design

Process Identifier: 1.2.1.4.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the methodology to be adopted for marketing capability
delivery across the enterprise. These processes may maintain a repository of all activities
as a part of the coordination aspects, including approval process or gates to be passed
by individual marketing capability delivery projects.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Ensure Marketing Handover Support

Process Identifier: 1.2.1.4.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that all tools, test equipment, operational procedures, support
groups, and training is in place to allow for successful operation.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.4.5 Manage Marketing Capability

Delivery Methodology

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Figure 199. Manage Marketing Capability Delivery Methodology decomposition into level 4 processes

Manage Marketing Capability Delivery Methodology

Process Identifier: 1.2.1.4.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define and manage the methodology to be adopted for marketing capability delivery
across the enterprise

Extended Description
The Manage Marketing Capability Delivery Methodology processes define and manage
the methodology to be adopted for marketing capability delivery across the enterprise.
The processes define the procedures and steps to follow to ensure that all project
activities across the enterprise to develop infrastructure capability are co-coordinated,
visible and controlled. These processes define the steps in the methodology, and
approval process or gates to be passed by individual marketing capability delivery
projects, and may maintain a repository of all activities as a part of the coordination
aspects.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Marketing Capability Delivery Methodology

Process Identifier: 1.2.1.4.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes define the methodology to be adopted for marketing capability delivery
across the enterprise. The processes define the procedures and steps to follow to ensure
that all project activities across the enterprise to develop infrastructure capability are co-
coordinated, visible and controlled. These processes define the steps in the methodology,
and approval process or gates.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Validate Marketing Infrastructure Design

Process Identifier: 1.2.1.4.5.2

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the methodology to be adopted for marketing capability
delivery across the enterprise. These processes may maintain a repository of all activities
as a part of the coordination aspects, including approval process or gates to be passed
by individual marketing capability delivery projects.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.5 Product & Offer Development &

Retirement

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Figure 200. Product & Offer Development & Retirement decomposition into level 3 processes

Product & Offer Development & Retirement

Process Identifier: 1.2.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and deliver new products and product enhancements and new features, ready
for implementation by the Operations processes.

Extended Description
Product Development & Retirement processes develop and deliver new products or
services and product or service enhancements and new features, ready for
implementation by the Operations processes. Additionally they handle the withdrawal of
product offerings from the marketplace. Product Development and Retirement processes
are project oriented (day to day management of product offerings are handled by the
Operations processes). The key measures of this process are how effectively are the
enterprise’s products and services broadened and the time to market for new products
and services or features. These processes also manage major product and service
updates and enhancement. Business Case development tracking and commitment are
key elements of this process, as are project management discipline with defined quality
gates.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather & Analyze New Product Ideas

Process Identifier: 1.2.1.5.1

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Research and analyze demographic, customer, technology and marketing information to
identify new product and offer opportunities

Extended Description
The Gather & Analyze New Product Ideas processes research and analyze demographic,
customer, technology and marketing information to identify new product and offer
opportunities. These processes undertake the necessary analysis to identify potential
opportunities, compare current capabilities with the identified opportunities, and as a
result of the analysis develop new opportunity concepts. Requirements from the sales
organization relating to enhancements to support their desired offers are also captured by
these processes. The concepts include an analysis of the customer value proposition.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop New Product Business Proposal

Process Identifier: 1.2.1.5.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and document business proposals for the identified new product concept

Extended Description

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The Develop New Product Business Proposal processes develop and document business
proposals for the identified new product concept (including if necessary a business case).
The business proposal (or business case) identifies the new product requirements,
including the specific service components which constitute the product. The business
proposal also identifies the development costs and anticipated benefits, including forecast
demand, revenue gains, productivity gains, performance improvements and/or
operational cost improvements. In addition, these processes define the attributes of the
product which form the basis for product advertising and sales. The business proposal
also includes an assessment of the risks and the competitive positioning of the product
proposal. As a part of the business proposal development a feasibility assessment can be
produced. Potential suppliers/partners who can assist in the development of the product
are also identified. As a part of the process, the business proposal is appropriately
approved, and as a result of the approval, necessary resources are made available.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Product Specifications

Process Identifier: 1.2.1.5.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and document the detailed product-related technical, performance and
operational specifications, and customer manuals.

Extended Description
The Develop Detailed Product Specifications processes develop and document the
detailed product-related technical, performance and operational specifications, and
customer manuals. These processes develop and document the required product
features, the specific service and resource requirements and selections, the specific
performance and operational requirements and support activities, any product specific
data required for the systems and network infrastructure. The processes ensure that all
detailed specifications are produced and appropriately documented. Additionally the

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processes ensure that the documentation is captured in an appropriate enterprise

repository.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Launch New Products

Process Identifier: 1.2.1.5.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the initial introduction of new and enhanced products into the market and
handover to operations for ongoing rollout

Extended Description
The Launch New Products processes manage the initial introduction of new and
enhanced products into the market and handover to operations for ongoing rollout. The
initial introduction could be through commercial pilots or market trials, in which case the
commercial negotiations for the pilot and/or trial are managed through these processes.
These processes identify the shortcomings or issues, and manage the necessary
improvements to the product to allow full rollout. At the conclusion of the pilots and/or
trials when the product passes its acceptance tests or defined acceptance criteria, these
processes manage the handover to operations.
Once accepted as a stable product offering, rollout and/or expanded of the product to
subsequent customers is managed by the Operations Support & Readiness processes.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess Performance of Existing Products

Process Identifier: 1.2.1.5.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze the performance of existing products to identify inadequacies and required
improvements

Extended Description
The Assess Performance of Existing Products processes analyze the performance of
existing products to identify inadequacies and required improvements. These processes
use information from customers and from operational activities to identify required
improvements.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Product Commercialization Strategy

Process Identifier: 1.2.1.5.4

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that product specific pricing, sales channel support and regulatory approvals are
identified and agreed

Extended Description
The Develop Product Commercialization Strategy processes ensure that product specific
pricing, sales channel support and regulatory approvals are identified and agreed. These
processes ensure that all commercialization aspects of the product development process
associated with selling the product to the market, including pricing, rating, identification of
sales support and sales channels features, are developed and agreed.
Additionally these processes manage the enterprise cross-product pricing approval
processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Product Development

Process Identifier: 1.2.1.5.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the co-coordinated delivery in line with the approved business case of all required
product capabilities for that business case across the enterprise

Extended Description

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The Manage Product Development processes ensure the co-coordinated delivery in line
with the approved business case of all required product capabilities for that business case
across the enterprise. These processes use project management disciplines to deliver the
necessary capabilities, including process development, specific systems & network
infrastructure developments, specific channel developments, specific operational
procedures, etc. required to support the new product. It is predominantly a
program/project management function, with the detailed management of individual
capability delivery managed through separate processes in other horizontal process
groupings.
Note that delivery of products within the context of existing commercial arrangements is
managed through the Supply Chain Development and Change Management process. If
new suppliers/partners are required, the Supply Chain Capability Delivery process is used
to deliver the necessary commercial arrangements.
Note that the management of major new or enhanced infrastructure development to
support Product & Offer Development is managed within the Product & Offer Capability
Delivery process

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Product Exit

Process Identifier: 1.2.1.5.8

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify existing products which are unviable and manage the processes to exit the
product from the market.

Extended Description
The Manage Product Exit processes identify existing products which are unviable and
manage the process to exit the product from the market. The processes analyze existing
products & sales offers to identify economically or strategically unviable products, identify

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customers impacted by any exit, develop customer specific or market segment exit or
migration strategies, develop infrastructure transition and/or replacement strategies, and
manage the operational aspects of the exit process. A business proposal identifying the
competitive threats, risks and costs may be required as part of developing the exit
strategy. It includes any cross-enterprise co-ordination and management functions to
ensure that the needs of all stakeholders are identified and managed.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.5.1 Gather & Analyze New Product

Ideas

Figure 201. Gather & Analyze New Product Ideas decomposition into level 4 processes

Gather & Analyze New Product Ideas

Process Identifier: 1.2.1.5.1

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Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Research and analyze demographic, customer, technology and marketing information to
identify new product and offer opportunities

Extended Description
The Gather & Analyze New Product Ideas processes research and analyze demographic,
customer, technology and marketing information to identify new product and offer
opportunities. These processes undertake the necessary analysis to identify potential
opportunities, compare current capabilities with the identified opportunities, and as a
result of the analysis develop new opportunity concepts. Requirements from the sales
organization relating to enhancements to support their desired offers are also captured by
these processes. The concepts include an analysis of the customer value proposition.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather Product Ideas

Process Identifier: 1.2.1.5.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes research demographic, customer, technology and marketing
information.

Extended Description

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Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Opportunities and Requirements

Process Identifier: 1.2.1.5.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes identify potential opportunities and capture requirements from the sales
organization relating to enhancements to support their desired offers.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Develop New Opportunity Concepts

Process Identifier: 1.2.1.5.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes compare current capabilities with the identified opportunities, and as a
result of the analysis develop new opportunity concepts. The concepts include an
analysis of the customer value proposition.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.5.4 Develop Product

Commercialization Strategy

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Figure 202. Develop Product Commercialization Strategy decomposition into level 4 processes

Develop Product Commercialization Strategy

Process Identifier: 1.2.1.5.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that product specific pricing, sales channel support and regulatory approvals are
identified and agreed

Extended Description
The Develop Product Commercialization Strategy processes ensure that product specific
pricing, sales channel support and regulatory approvals are identified and agreed. These
processes ensure that all commercialization aspects of the product development process
associated with selling the product to the market, including pricing, rating, identification of
sales support and sales channels features, are developed and agreed.
Additionally these processes manage the enterprise cross-product pricing approval
processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Develop Product Commercialization Case

Process Identifier: 1.2.1.5.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that product specific pricing, sales channel support and
regulatory approvals are identified. They ensure that all commercialization aspects of the
product development process associated with selling the product to the market, including
pricing, rating, identification of sales support and sales channels features, are developed.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Product Commercialization Case Approval

Process Identifier: 1.2.1.5.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
These processes ensure that product specific pricing, sales channel support and
regulatory approvals are agreed. They ensure that all commercialization aspects of the
product development process associated with selling the product to the market are
agreed. Additionally these processes manage the enterprise cross-product pricing
approval processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.5.5 Develop Detailed Product

Specifications

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Figure 203. Develop Detailed Product Specifications decomposition into level 4 processes

Develop Detailed Product Specifications

Process Identifier: 1.2.1.5.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and document the detailed product-related technical, performance and
operational specifications, and customer manuals.

Extended Description
The Develop Detailed Product Specifications processes develop and document the
detailed product-related technical, performance and operational specifications, and
customer manuals. These processes develop and document the required product
features, the specific service and resource requirements and selections, the specific
performance and operational requirements and support activities, any product specific
data required for the systems and network infrastructure. The processes ensure that all
detailed specifications are produced and appropriately documented. Additionally the
processes ensure that the documentation is captured in an appropriate enterprise
repository.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Product Technical Specifications

Process Identifier: 1.2.1.5.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
These processes develop and document the detailed product-related technical
specifications. These processes develop and document the required product features,
and the specific service and resource requirements and selections. The processes
ensure that all detailed specifications are produced and appropriately documented.
Additionally the processes ensure that the documentation is captured in an appropriate
enterprise repository.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Product Performance Specifications

Process Identifier: 1.2.1.5.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop and document the detailed product-related performance
specifications. These processes develop and document the specific performance
requirements. The processes ensure that all detailed specifications are produced and
appropriately documented. Additionally the processes ensure that the documentation is
captured in an appropriate enterprise repository.

Extended Description
Not used for this process element

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Product Operational Specifications

Process Identifier: 1.2.1.5.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop and document the detailed product-related operational
specifications. These processes develop and document the specific performance and
operational requirements and support activities, along with any product specific data
required for the systems and network infrastructure. The processes ensure that all
detailed specifications are produced and appropriately documented. Additionally the
processes ensure that the documentation is captured in an appropriate enterprise
repository.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Develop Detailed Product Customer Manuals

Process Identifier: 1.2.1.5.5.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
The Develop Detailed Product Specifications processes develop and document the
detailed customer manuals. The processes ensure that all detailed specifications are
produced and appropriately documented. Additionally the processes ensure that the
documentation is captured in an appropriate enterprise repository.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.5.7 Launch New Products

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Figure 204. Launch New Products decomposition into level 4 processes

Launch New Products

Process Identifier: 1.2.1.5.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the initial introduction of new and enhanced products into the market and
handover to operations for ongoing rollout

Extended Description
The Launch New Products processes manage the initial introduction of new and
enhanced products into the market and handover to operations for ongoing rollout. The
initial introduction could be through commercial pilots or market trials, in which case the
commercial negotiations for the pilot and/or trial are managed through these processes.
These processes identify the shortcomings or issues, and manage the necessary
improvements to the product to allow full rollout. At the conclusion of the pilots and/or
trials when the product passes its acceptance tests or defined acceptance criteria, these
processes manage the handover to operations.
Once accepted as a stable product offering, rollout and/or expanded of the product to
subsequent customers is managed by the Operations Support & Readiness processes.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Product Issues

Process Identifier: 1.2.1.5.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes identify the shortcomings or issues in the product.

Extended Description
Not used for this process element

Explanatory
Not used for this process element

Mandatory
Not used for this process element

Optional
Not used for this process element

Interactions
Not used for this process element

Manage Product Improvements

Process Identifier: 1.2.1.5.7.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
These processes manage the necessary improvements to the product to allow full rollout.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Product Handover

Process Identifier: 1.2.1.5.7.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
At the conclusion of the pilots and/or trials when the product passes its acceptance tests
or defined acceptance criteria, these processes manage the handover to operations.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.5.8 Manage Product Exit

Figure 205. Manage Product Exit decomposition into level 4 processes

Manage Product Exit

Process Identifier: 1.2.1.5.8

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify existing products which are unviable and manage the processes to exit the
product from the market.

Extended Description
The Manage Product Exit processes identify existing products which are unviable and
manage the process to exit the product from the market. The processes analyze existing
products & sales offers to identify economically or strategically unviable products, identify
customers impacted by any exit, develop customer specific or market segment exit or

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migration strategies, develop infrastructure transition and/or replacement strategies, and

manage the operational aspects of the exit process. A business proposal identifying the
competitive threats, risks and costs may be required as part of developing the exit
strategy. It includes any cross-enterprise co-ordination and management functions to
ensure that the needs of all stakeholders are identified and managed.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Unviable Products

Process Identifier: 1.2.1.5.8.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes analyze existing products & sales offers to identify economically or
strategically unviable products.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Identify Impacted Product Customers

Process Identifier: 1.2.1.5.8.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes identify customers impacted by any exit and develop customer specific
or market segment exit or migration strategies.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Product Transition Strategies

Process Identifier: 1.2.1.5.8.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop infrastructure transition and/or replacement strategies.

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Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Product Exit Process

Process Identifier: 1.2.1.5.8.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the operational aspects of the exit process.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.2.1.6 Sales Development

Figure 206. Sales Development decomposition into level 3 processes

Sales Development

Process Identifier: 1.2.1.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop the Sales support and response for new and existing products, as well as
existing and potential customers.

Extended Description
Sales Development processes develop the Sales support and response for new and
existing products and services, as well as existing and potential customers.
Sales Development processes develop product related compensation plans, define
product revenue targets, develop product related sales training, develop prospective
customer identification methodology, develop selling processes/methods and procedures
for new products.

As an aspect of this Sales Development processes define channels for selling the
enterprise’s products. It develops or ensures development of channel ability to sell and
support products, including negotiating for the specific channel, defining or updating the
account management process, developing pricing for a specific channel, etc.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Sales & Channel Best Practice

Process Identifier: 1.2.1.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the enterprise keeps abreast of sales and channel practices and capabilities
in the wider environment.

Extended Description
The Monitor Sales & Channel Best Practice processes ensure that the enterprise keeps
abreast of sales and channel practices and capabilities in the wider environment. These
processes can involve externally provided research, as well as monitoring of various
activities within the enterprise. These processes develop the requirements for the
introduction of new sales approaches and sales channels, as well as provide
requirements for enhancements to existing sales approaches and channels. This
monitoring ensures that the enterprise can provide sales and channel capabilities as
effectively as possible at all times. The monitoring captures issues such as compensation
plans, product related sales training approaches and techniques, prospective customer
identification methodologies, selling processes/methods and procedures for new
products.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Develop Sales & Channel Proposals

Process Identifier: 1.2.1.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create and document proposals for sales processes and sales channels, and gain
approval for them

Extended Description
The Develop Sales & Channel Proposals processes create and document proposals for
sales processes and sales channels, and gain approval for them. The processes define
proposals to change existing sales processes and/or channels, or to develop new sales
processes and/or channels. These processes undertake the necessary identification of
the needs of products, and an analysis of the existing or proposed enterprise sales
process and/or channel capabilities. Depending on the proposal a business case process
may be required to gain the necessary approval.
The proposals can be based on industry analysis from the Monitoring Sales & Channel
Best Practice processes, on feedback of the effectiveness of existing sales channels from
the Selling processes, or on specific requirements associated with the development of
new or enhanced products.
These processes include defining product sales targets for each channel, as well as sales
and sales personnel performance indicators for each channel.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Develop New Sales Channels & Processes

Process Identifier: 1.2.1.6.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and implement new or adapted sales processes and/or channels to support new
or enhanced products.

Extended Description
The Develop New Sales Channels & Processes processes develop and implement new
or adapted sales processes and/or channels to support new or enhanced products.
These processes include the development of external relationships if required to provide
the necessary sales channel capability. The development and implementation may
require management of the coordination and integration of existing and new sales
processes and channels to ensure effective operations. These processes include the
definition of commercialization manpower profile, training program development and
sales methods and procedures, compensation plans, identification of product potential
customers to each channel and sale method

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.6.1 Monitor Sales & Channel Best

Practice

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Figure 207. Monitor Sales & Channel Best Practice decomposition into level 4 processes

Monitor Sales & Channel Best Practice

Process Identifier: 1.2.1.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the enterprise keeps abreast of sales and channel practices and capabilities
in the wider environment.

Extended Description
The Monitor Sales & Channel Best Practice processes ensure that the enterprise keeps
abreast of sales and channel practices and capabilities in the wider environment. These
processes can involve externally provided research, as well as monitoring of various
activities within the enterprise. These processes develop the requirements for the
introduction of new sales approaches and sales channels, as well as provide
requirements for enhancements to existing sales approaches and channels. This
monitoring ensures that the enterprise can provide sales and channel capabilities as
effectively as possible at all times. The monitoring captures issues such as compensation
plans, product related sales training approaches and techniques, prospective customer
identification methodologies, selling processes/methods and procedures for new
products.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Sales & Channel Requirements

Process Identifier: 1.2.1.6.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop the requirements for the introduction of new sales approaches
and sales channels, as well as provide requirements for enhancements to existing sales
approaches and channels.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Sales & Channel Practices

Process Identifier: 1.2.1.6.1.2

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that the enterprise can provide sales and channel capabilities as
effectively as possible at all times. The monitoring captures issues such as compensation
plans, product related sales training approaches and techniques, prospective customer
identification methodologies, selling processes/methods and procedures for new
products.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.6.2 Develop Sales & Channel

Proposals

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Figure 208. Develop Sales & Channel Proposals decomposition into level 4 processes

Develop Sales & Channel Proposals

Process Identifier: 1.2.1.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create and document proposals for sales processes and sales channels, and gain
approval for them

Extended Description
The Develop Sales & Channel Proposals processes create and document proposals for
sales processes and sales channels, and gain approval for them. The processes define
proposals to change existing sales processes and/or channels, or to develop new sales
processes and/or channels. These processes undertake the necessary identification of
the needs of products, and an analysis of the existing or proposed enterprise sales
process and/or channel capabilities. Depending on the proposal a business case process
may be required to gain the necessary approval.
The proposals can be based on industry analysis from the Monitoring Sales & Channel
Best Practice processes, on feedback of the effectiveness of existing sales channels from
the Selling processes, or on specific requirements associated with the development of
new or enhanced products.
These processes include defining product sales targets for each channel, as well as sales
and sales personnel performance indicators for each channel.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create Sales Proposals

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Process Identifier: 1.2.1.6.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes create and document proposals for sales processes and sales
channels. The processes define proposals to change existing sales processes and/or
channels, or to develop new sales processes and/or channels. These processes
undertake the necessary identification of the needs of products, and an analysis of the
existing or proposed enterprise sales process and/or channel capabilities. The proposals
can be based on industry analysis from the Monitoring Sales & Channel Best Practice
processes, on feedback of the effectiveness of existing sales channels from the Selling
processes, or on specific requirements associated with the development of new or
enhanced products. These processes include defining product sales targets for each
channel, as well as sales and sales personnel performance indicators for each channel.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Sales Proposals Approval

Process Identifier: 1.2.1.6.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes gain approval for proposals for sales processes and sales channels.

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Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.6.3 Develop New Sales Channels &

Processes

Figure 209. Develop New Sales Channels & Processes decomposition into level 4 processes

Develop New Sales Channels & Processes

Process Identifier: 1.2.1.6.3

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and implement new or adapted sales processes and/or channels to support new
or enhanced products.

Extended Description
The Develop New Sales Channels & Processes processes develop and implement new
or adapted sales processes and/or channels to support new or enhanced products.
These processes include the development of external relationships if required to provide
the necessary sales channel capability. The development and implementation may
require management of the coordination and integration of existing and new sales
processes and channels to ensure effective operations. These processes include the
definition of commercialization manpower profile, training program development and
sales methods and procedures, compensation plans, identification of product potential
customers to each channel and sale method

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop External Relationships

Process Identifier: 1.2.1.6.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop external relationships if required to provide the necessary
sales channel capability.

Extended Description

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Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Process & Channel Coordination

Process Identifier: 1.2.1.6.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the coordination and integration of existing and new sales
processes and channels to ensure effective operations.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Define Processes & Channels

Process Identifier: 1.2.1.6.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes include the definition of commercialization manpower profile, training
program development and sales methods and procedures, compensation plans,
identification of product potential customers to each channel and sale method

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.7 Product Marketing

Communications & Promotion

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Figure 210. Product Marketing Communications & Promotion decomposition into level 3 processes

Product Marketing Communications & Promotion

Process Identifier: 1.2.1.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and manage communications to the market, prospective and existing customers.

Extended Description
Product Marketing Communications & Promotion processes deal with overall
communication to customers and markets. Product Marketing Communications
processes develop and manage communications to the market, prospective and existing
customers. Communications involves both the message and the media. Product
Marketing Communications can develop a message and manage its delivery through a
bill insert, phone communication with customers, a magazine advertisement, or any other
appropriate mechanism. Product Marketing Communications develops and manages
interfaces with press/news, e.g., schedules press interviews, manages an editorial
calendar to plan placements, etc.
Product Marketing Promotion on the other hand is the development of specific promotions
to sell products, retain customers, and bring in new customers. Product Marketing
Promotion processes create the promotional campaigns and advertising to reach the
market, customers and channels. They develop the campaigns and collateral, whether
direct mail, newspaper ad, etc. Product Marketing Promotion processes work with all

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other processes of Marketing, Sales and Offer, Brand Management, Market Research
and Advertising Management to design marketing promotions and advertising, to
determine trade show participation and presence, to support product introductions, etc.
Product Marketing Promotions processes interface with Marketing Fulfillment Response
processes in Customer Relationship Management to execute the campaign. One of the
key roles of these processes is to position the product in the market, especially versus
competitive products.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Product Marketing Promotion Strategy

Process Identifier: 1.2.1.7.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Defines the specific communications and promotions strategy to be used for positioning
the product in the marketplace

Extended Description
The Define Product Marketing Promotion Strategy defines the specific communications
and promotions strategy to be used for positioning the product in the marketplace,
especially in relation to competitive products. The Establish Market Strategy processes
(S&C) define the overall umbrella, and these processes operate within that umbrella to
target the messages for specific products. The processes define a set of arguments and
information needed for creating and developing specific promotional campaigns for each
product.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Product & Campaign Message

Process Identifier: 1.2.1.7.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage all activities and stakeholder engagement to develop and agree the specific
campaign or promotion message

Extended Description
The Develop Product & Campaign Message processes manage all activities and
stakeholder engagement to develop and agree the specific campaign or promotion
message. Any particular promotion or campaign may require the coordination of multiple
stakeholders to produce and agree a specific message. These stakeholders could include
media management, all impacted product managers, brand management, marketing
management, owners of the potential channels, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Select Message & Campaign Channels

Process Identifier: 1.2.1.7.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the selection of the appropriate channel or channels to support the message
delivery and/or campaign

Extended Description
The Select Message and Campaign Channel(s) processes manage the selection of the
appropriate channel or channels to support the message delivery and/or campaign. A
particular promotion may require selection of one or several delivery channels.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Promotional Collateral

Process Identifier: 1.2.1.7.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all associated collateral is produced to support the market message and /or
campaign

Extended Description

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The Develop Promotional Collateral processes ensure that all associated collateral is
produced to support the market message and/or campaign. Collateral could include
production of pamphlets, trade displays, call centre scripts, etc. These processes arrange
and manage the delivery through the suppliers or producers of the associated collateral.
Note that the actual contractual relationship with the supplier may be established through
Supplier Chain Development and Management processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Message & Campaign Delivery

Process Identifier: 1.2.1.7.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage and co-ordinate the delivery of the messages and campaigns into the selected
channels

Extended Description
The Manage Message and Campaign Delivery processes manage and co-ordinate the
delivery of the messages and campaigns into the selected channels. They ensure that the
channels (owned and/or contracted) are adequately trained and/or informed to manage
the message and/or campaign delivery, and that sufficient resources are available in the
selected channel(s) to support the delivery.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Message & Campaign Effectiveness

Process Identifier: 1.2.1.7.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish metrics and monitoring and reporting processes to gauge the effectiveness of
market messages and product promotional campaigns

Extended Description
The Monitor Message and Campaign Effectiveness processes establish metrics and
monitoring and reporting processes to gauge the effectiveness of market messages and
product promotional campaigns. Based on analysis these processes feedback suggested
changes to re-enforce the message or to adapt the message to become more effective.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.7.4 Develop Promotional Collateral

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Figure 211. Develop Promotional Collateral decomposition into level 4 processes

Develop Promotional Collateral

Process Identifier: 1.2.1.7.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that all associated collateral is produced to support the market message and /or
campaign

Extended Description
The Develop Promotional Collateral processes ensure that all associated collateral is
produced to support the market message and/or campaign. Collateral could include
production of pamphlets, trade displays, call centre scripts, etc. These processes arrange
and manage the delivery through the suppliers or producers of the associated collateral.
Note that the actual contractual relationship with the supplier may be established through
Supplier Chain Development and Management processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Manage Collateral Production

Process Identifier: 1.2.1.7.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that all associated collateral is produced to support the market
message and/or campaign. Collateral could include production of pamphlets, trade
displays, call centre scripts, etc.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Collateral Delivery

Process Identifier: 1.2.1.7.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
These processes arrange and manage the delivery through the suppliers or producers of
the associated collateral.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.1.7.5 Manage Message & Campaign

Delivery

Figure 212. Manage Message & Campaign Delivery decomposition into level 4 processes

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Manage Message & Campaign Delivery

Process Identifier: 1.2.1.7.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage and co-ordinate the delivery of the messages and campaigns into the selected
channels

Extended Description
The Manage Message and Campaign Delivery processes manage and co-ordinate the
delivery of the messages and campaigns into the selected channels. They ensure that the
channels (owned and/or contracted) are adequately trained and/or informed to manage
the message and/or campaign delivery, and that sufficient resources are available in the
selected channel(s) to support the delivery.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Channel Capability

Process Identifier: 1.2.1.7.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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These processes ensure that the channels (owned and/or contracted) are adequately
trained and/or informed to manage the message and/or campaign delivery.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Channel Resources

Process Identifier: 1.2.1.7.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that sufficient resources are available in the selected channel(s)
to support the delivery.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

1.2.1.7.6 Monitor Message & Campaign

Effectiveness

Figure 213. Monitor Message & Campaign Effectiveness decomposition into level 4 processes

Monitor Message & Campaign Effectiveness

Process Identifier: 1.2.1.7.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish metrics and monitoring and reporting processes to gauge the effectiveness of
market messages and product promotional campaigns

Extended Description
The Monitor Message and Campaign Effectiveness processes establish metrics and
monitoring and reporting processes to gauge the effectiveness of market messages and
product promotional campaigns. Based on analysis these processes feedback suggested
changes to re-enforce the message or to adapt the message to become more effective.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Message & Campaign Metrics

Process Identifier: 1.2.1.7.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes establish metrics and monitoring and reporting processes to gauge the
effectiveness of market messages and product promotional campaigns.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Message & Campaign Metrics

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Process Identifier: 1.2.1.7.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes monitor and report on processes to gauge the effectiveness of market
messages and product promotional campaigns.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze Message & Campaign Metrics

Process Identifier: 1.2.1.7.6.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes analyze metrics from monitoring and reporting processes to gauge the
effectiveness of market messages and product promotional campaigns.

Extended Description
Not used for this process element

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Modify Message & Campaign

Process Identifier: 1.2.1.7.6.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes feedback suggested changes to re-enforce the message or to adapt the
message to become more effective.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.2.2.1 Service Strategy & Planning

Figure 214. Service Strategy & Planning decomposition into level 3 processes

Service Strategy & Planning

Process Identifier: 1.2.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Enable the development of a strategic view and a multi-year business plan for the
enterprise’s services and service directions, and the parties who will supply the required
services.

Extended Description
Service Strategy & Planning processes enable the development of a strategic view and a
multi-year business plan for the enterprise’s services and service directions, and the
parties who will supply the required services. Research & analysis is performed to
determine service targets as well as strategies to reach the defined targets. This research
may be obtained from the external market, or developed internally through research
programs and activities, or leverage of other internal knowledge. A key input to the
service strategy arises from the enterprise’s market and product portfolio strategy and

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forecasts. A focus is placed on the expansion of the existing service capabilities and the
identification of new service capabilities required.
These processes deliver and develop annual and multi-year service plans in support of
products and offers that include volume forecasts, negotiation for required levels of
resources, gaining service development and management as well as supply chain
commitment and executive approval for the plans.
Forecasting of service demand, and capturing of new opportunities, are both essential to
ensure that the enterprise can implement the services necessary for the future needs of
their customers and potential customers.
These processes define the service standards sought, key new service capabilities
required, service support levels and approaches required, service design elements to be
developed, as well as service cost parameters and targets. These processes also define
the policies relating to technical services and their implementation.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather & Analyze Service Information

Process Identifier: 1.2.2.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Research and analyze customer, technology, competitor and marketing information to
identify new service directions and industry best practice, and potential enhancements to
existing services

Extended Description
The Gather & Analyze Service Information processes research and analyze customer,
technology, competitor and marketing information to identify new service directions and
industry best practice, and potential enhancements to existing services. These processes
undertake the necessary analysis to identify potential opportunities, compare current

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capabilities with the identified opportunities, and as a result of the analysis develop new
service requirements. Included in this analysis are the capture and analysis of service
growth driven by expansion of housing estates, building developments and building
approvals forecasts. The new service requirements include an analysis of the customer
value proposition.
These processes include the establishment and management of relationships with
external providers of service information, and the management of internal resources used
for providing service information.
A key source of input to this analysis is derived from the marketing and product strategy
and planning processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Research

Process Identifier: 1.2.2.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage internally driven research investigations and activities which are used to provide
detailed assessment or investigation of new and emerging service capabilities

Extended Description
The Manage Service Research processes manage internally driven research
investigations and activities which are used to provide detailed assessment or
investigation of new and emerging service capabilities. The actual research activity may
be totally internally delivered, or may be outsourced to external parties to perform the
actual research activity. These processes manage the administration of the research
activity, management of any research prioritization processes, define the assessment
methodologies, administer any actual research contracts with external parties, and
develop and manage any intellectual property and patent administration required for the
service research activity.

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Note that the commercial arrangements with external parties are developed within the
Supply Chain Development & Management processes.
Note that the actual legal arrangements, analysis and litigation surrounding intellectual
property is managed within the Legal Management processes in the Enterprise
Management process area.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Service Strategy & Goals

Process Identifier: 1.2.2.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish the service strategies based on market trends, future products needs, technical
capabilities, and addressing shortcomings in existing service performance and support

Extended Description
The Establish Service Strategy & Goals processes establish the service strategies based
on market trends, future products needs, technical capabilities, and addressing
shortcomings in existing service performance and support. These processes accept the
changing service requirements and develop appropriate service strategies based on the
changing needs of the enterprise, and increasing expectations of the market. They
establish realistic service goals for the enterprise and for the products they support. They
highlight shortcomings in existing support strategies, including issues associated with
resourcing and skill sets.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Service Support Strategies

Process Identifier: 1.2.2.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the principles, policies and performance standards for the operational organization
providing service support

Extended Description
The Define Service Support Strategies processes define the principles, policies and
performance standards for the operational organization providing service support. Over
time, the requirements for service levels and service quality on existing services, and the
challenges introduced by new services require changes to the support requirements.
These processes define the targets, and operational requirements, in this changing
environment. The required performance standards are driven by community expectations,
internal process and technology capabilities and competitive offerings. A major input to
these processes arises from the Gather & Analyze Service Information processes, and
from the product portfolio, resource strategy and market strategy processes. These
processes also provide the feedback point from analyses undertaken in the Service
Management & Operations process to determine bottlenecks and problems associated
with existing service support activities.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Produce Service Business Plans

Process Identifier: 1.2.2.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and deliver annual and multi-year service plans in support of products and offers

Extended Description
The Produce Service Business Plans processes develop and deliver annual and multi-
year service plans in support of products and offers that include volume forecasts,
negotiation for required levels of resources and budgets, gaining service development
and management as well as supply chain commitment and executive approval for the
plans.
Forecasting of service demand, and capturing of new opportunities, are both essential to
ensure that the enterprise can implement the services necessary for the future needs of
their customers and potential customers. The processes assess the impacts that new or
modified service requirements will cause on the installed service infrastructure and
workforce, and supporting resource infrastructure, and establish the functions and
benefits that new or modified service will provide to users
These processes identify the timetables and logistics for new service capability
introduction.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Service Partnership Requirements

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Process Identifier: 1.2.2.1.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify the requirements for service aspects sourced from partners or suppliers, and the
service aspects to be delivered internally to the enterprise.

Extended Description
The Develop Service Partnership Requirements processes identify the requirements for
service aspects sourced from partners or suppliers, and the service aspects to be
delivered internally to the enterprise. The processes determine the extent to which
service aspects need to be sourced externally or delivered from internal capabilities, they
scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the service aspects.
Note that the processes used to actually source any external suppliers occur with the
Supply Chain Development & Management processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Enterprise Commitment to Service Strategies

Process Identifier: 1.2.2.1.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain enterprise commitment to the service strategy and service plans.

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Extended Description
The Gain Commitment to Service Plans processes gain enterprise commitment to the
service strategy and service plans. These processes include all aspects of identification
of stakeholders and negotiation to gain stakeholder approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.1.1 Gather & Analyze Service

Information

Figure 215. Gather & Analyze Service Information decomposition into level 4 processes

Gather & Analyze Service Information

Process Identifier: 1.2.2.1.1

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Research and analyze customer, technology, competitor and marketing information to
identify new service directions and industry best practice, and potential enhancements to
existing services

Extended Description
The Gather & Analyze Service Information processes research and analyze customer,
technology, competitor and marketing information to identify new service directions and
industry best practice, and potential enhancements to existing services. These processes
undertake the necessary analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as a result of the analysis develop new
service requirements. Included in this analysis are the capture and analysis of service
growth driven by expansion of housing estates, building developments and building
approvals forecasts. The new service requirements include an analysis of the customer
value proposition.
These processes include the establishment and management of relationships with
external providers of service information, and the management of internal resources used
for providing service information.
A key source of input to this analysis is derived from the marketing and product strategy
and planning processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather Service Information

Process Identifier: 1.2.2.1.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Establish and Management of external Providers and internal resources for providing
service information

Extended Description
Gather Service information processes focus on establishment and Management of
relationships with external providers of service informtion, and management of internal
resources used for providing service information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze new service directions/enhance existing service

Process Identifier: 1.2.2.1.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze to indentiy new service directions,potential enhancements to existing services

Extended Description
Analyze new service directions/enhance existing service processes focus on research
and analyze customer, technology, competitor and marketing information identify new
service directions and industry best practise, and potential enhancements to existing
services

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze to develop new service requirements

Process Identifier: 1.2.2.1.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
develop new service requirements

Extended Description
Analyze to develop new service requirements processes undertake the responsibility of
necessary analysis to identify potential opportunities, compare current capabilities with
the identified opportunities, and as result of these analysis develop new service
requirements.This process also include an analysis of the customer value pproposition.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze service growth

Process Identifier: 1.2.2.1.1.4

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
capture and analysis of service growth

Extended Description
Analyze service growth processes capture and analyze service growth which is driven by
expansion of housing estates, building developments and building approvals forcasts,

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.1.2 Manage Service Research

Figure 216. Manage Service Research decomposition into level 4 processes

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Manage Service Research

Process Identifier: 1.2.2.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage internally driven research investigations and activities which are used to provide
detailed assessment or investigation of new and emerging service capabilities

Extended Description
The Manage Service Research processes manage internally driven research
investigations and activities which are used to provide detailed assessment or
investigation of new and emerging service capabilities. The actual research activity may
be totally internally delivered, or may be outsourced to external parties to perform the
actual research activity. These processes manage the administration of the research
activity, management of any research prioritization processes, define the assessment
methodologies, administer any actual research contracts with external parties, and
develop and manage any intellectual property and patent administration required for the
service research activity.
Note that the commercial arrangements with external parties are developed within the
Supply Chain Development & Management processes.
Note that the actual legal arrangements, analysis and litigation surrounding intellectual
property is managed within the Legal Management processes in the Enterprise
Management process area.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage service research investigations

Process Identifier: 1.2.2.1.2.1

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage internally driven service research investigations and activities

Extended Description
Manage service research investigations processes manage internally driven research
investigations and activities which are used to provide detailed assessment or
investigation of new and emerging service capabilities. The actual research actvity may
be totally internally delivered , or may be outsourced to external parties.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage administration of service research

Process Identifier: 1.2.2.1.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage administration of service research activity

Extended Description
Manage administration of service research processes are responsible for managing the
administration of service research activities, management of any research prioritization
process,administer any actual research contracts with external parties, and develop and
manage any intellectual property and patent administration required for the service
research activity. Actual commercial arrangements wih external parties are manged with

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in Supply Chain Development and Management Processes. Actual legal arragements

and Intellectual property is managed with Legal Management Porcesses in Enterprise
Management Porcess areas.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define service research assesment methodologies

Process Identifier: 1.2.2.1.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define Service research assessment methodologies

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.2.2.1.3 Establish Service Strategy &

Goals

Figure 217. Establish Service Strategy & Goals decomposition into level 4 processes

Formulate Strategic Position

Process Identifier: 1.2.2.1.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Form a position to differentiate the organization from other organizations in the same line
of business.

Extended Description
Formulate Strategic Position Processes define how the organization and the services it
provides will be differentiated from other organizations providing similar services in the
same industry.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Service Strategy & Goals

Process Identifier: 1.2.2.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish the service strategies based on market trends, future products needs, technical
capabilities, and addressing shortcomings in existing service performance and support

Extended Description
The Establish Service Strategy & Goals processes establish the service strategies based
on market trends, future products needs, technical capabilities, and addressing
shortcomings in existing service performance and support. These processes accept the
changing service requirements and develop appropriate service strategies based on the
changing needs of the enterprise, and increasing expectations of the market. They
establish realistic service goals for the enterprise and for the products they support. They
highlight shortcomings in existing support strategies, including issues associated with
resourcing and skill sets.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Establish service strategy

Process Identifier: 1.2.2.1.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish service strategies based on market trends, highlight shortcomings of service
performance and support. Define Objectives from established service strategies.

Extended Description
Establish service strategy processes are responsible for establishing the service
strategies based on markets trends, future products needs, technical capabilities, and
addressing shortcomings in existing service performance and support. These processes
also highlight issue associated with resourcing and skill sets. The result of this
assessment sets the objectives of the service strategy.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Service Strategy

Process Identifier: 1.2.2.1.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Accept changing service requirements and develop service strategies.

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Extended Description
Develop Service Strategy processes accept the changing service requirements and
develop appropriate service strategies based on the changing needs of enterprise, and
increasing expectations of the markets. The service strategy is documented.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Service goals

Process Identifier: 1.2.2.1.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish realistic service goals for enterprise and products

Extended Description
Establish Service goals porcesses focus on establising realistic service goals for the
enterprise and for the products they support.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Produce Service Strategic Plan

Process Identifier: 1.2.2.1.3.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Craft a strategic plan to identify how the organization's vision and position are achieved

Extended Description
Produce Strategic Plan Process describe how the organization will achieve its service
objectives, position and vision

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine Actionable Patterns

Process Identifier: 1.2.2.1.3.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Adopt patterns for actioning the plan that will achieve service goals and objectives
efficiently . Adopt patterns for handling change to allow the strategy to adapt and evolve

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with the organization and its environment.

Extended Description
Determine Actionable Patterns processes find efficient and effective patterns of actioning
the plan to achieve goals. These processes also find best patterns for dealing with
change in Service Strategy. This allows the Service Strategy to adapt and evolve along
with the organization and its environment.

Explanatory
Not used for this process element.

Mandatory
Not used for this process element.

Optional
Not used for this process element.

Interactions
Not used for this process element.

Determine Service Strategy Perspective

Process Identifier: 1.2.2.1.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Provide perspective via vision and mission statements about direction, values, beliefs and
purpose of established strategy

Extended Description
Determine Service Strategy Perspective processes generate Mission and Vision
statements. Vision statements lead to service goals and Mission statements indicate the
value and purpose that the organization uses to realize its vision.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.1.4 Define Service Support Strategies

Figure 218. Define Service Support Strategies decomposition into level 4 processes

Define Service Support Strategies

Process Identifier: 1.2.2.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the principles, policies and performance standards for the operational organization
providing service support

Extended Description
The Define Service Support Strategies processes define the principles, policies and
performance standards for the operational organization providing service support. Over
time, the requirements for service levels and service quality on existing services, and the
challenges introduced by new services require changes to the support requirements.
These processes define the targets, and operational requirements, in this changing

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environment. The required performance standards are driven by community expectations,

internal process and technology capabilities and competitive offerings. A major input to
these processes arises from the Gather & Analyze Service Information processes, and
from the product portfolio, resource strategy and market strategy processes. These
processes also provide the feedback point from analyses undertaken in the Service
Management & Operations process to determine bottlenecks and problems associated
with existing service support activities.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define service support Principles

Process Identifier: 1.2.2.1.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define service support principles for the operational organization providing service
support.

Extended Description
Define Service Support Principles processes define principles for service levels and
service quality on existing services or new services

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Define service support Policies

Process Identifier: 1.2.2.1.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define service support policies for the operational organization providing service support.

Extended Description
Define Service Support Policies processes define policies for service levels and service
quality on existing services or new services

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Service Support performance standards

Process Identifier: 1.2.2.1.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Define service support performance standards for the operational organization providing
service support.

Extended Description
These processes define the targets, and operational requirements, in this changing
environment. The required performance standards are driven by community expectations,
internal process and technology capabilities and competitive offerings. These processes
also provide the feedback point from analyses undertaken in the Service Management &
Operations process to determine bottlenecks and problems associated with existing
service support activities.A major input to these processes arises from the Gather &
Analyze Service Information processes, and from the product portfolio, resource strategy
and market strategy processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.1.5 Produce Service Business Plans

Figure 219. Produce Service Business Plans decomposition into level 4 processes

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Produce Service Business Plans

Process Identifier: 1.2.2.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and deliver annual and multi-year service plans in support of products and offers

Extended Description
The Produce Service Business Plans processes develop and deliver annual and multi-
year service plans in support of products and offers that include volume forecasts,
negotiation for required levels of resources and budgets, gaining service development
and management as well as supply chain commitment and executive approval for the
plans.
Forecasting of service demand, and capturing of new opportunities, are both essential to
ensure that the enterprise can implement the services necessary for the future needs of
their customers and potential customers. The processes assess the impacts that new or
modified service requirements will cause on the installed service infrastructure and
workforce, and supporting resource infrastructure, and establish the functions and
benefits that new or modified service will provide to users
These processes identify the timetables and logistics for new service capability
introduction.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop & Deliver annual/multi year service business plans

Process Identifier: 1.2.2.1.5.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
develop and deliver annual and multi-year service plans, negotiations,approvals , service
development and management

Extended Description
Develop & Deliver annual/multi year service business plans focus on developing and
delivering annual and multi-year service plans in support of products and offers that
include volume forecasts, negotiation for required levels of resources and budgets,
gaining service development and management as well as supply chain commitment and
executive approval for the plans.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Forecast service demand & capture new oppurtunities

Process Identifier: 1.2.2.1.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Forecast service demand and capture new oppurtunities for future needs of new/existing
customers

Extended Description
Forecast service demand & capture new oppurtunities processes ensures that the
enterprise can implement the services necessary for the future needs of their customers
and potential customers.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Asses impact of service business plan

Process Identifier: 1.2.2.1.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assess the impacts of new and modified service requriements on systems and establish
functions and benefits

Extended Description
Asses impact of service business plan processes assess the impacts that new or
modified service requirements will cause on the installed service infrastructure and
workforce, and supporting resource infrastructure, and establish the functions and
benefits that new or modified service will provide to users

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Identify timetables for new service capability introduction

Process Identifier: 1.2.2.1.5.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify timetables for new service capability introduction

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify logistics for new service capability introduction

Process Identifier: 1.2.2.1.5.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify logistics for new service capability introduction

Extended Description
Not used for this process element

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.1.6 Develop Service Partnership

Requirements

Figure 220. Develop Service Partnership Requirements decomposition into level 4 processes

Develop Service Partnership Requirements

Process Identifier: 1.2.2.1.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Identify the requirements for service aspects sourced from partners or suppliers, and the
service aspects to be delivered internally to the enterprise.

Extended Description
The Develop Service Partnership Requirements processes identify the requirements for
service aspects sourced from partners or suppliers, and the service aspects to be
delivered internally to the enterprise. The processes determine the extent to which
service aspects need to be sourced externally or delivered from internal capabilities, they
scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the service aspects.
Note that the processes used to actually source any external suppliers occur with the
Supply Chain Development & Management processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify the requirements for service aspects

Process Identifier: 1.2.2.1.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
identify the requirements for service aspects sourced from partners or suppliers, and the
services aspects to be delivered internally to enterprise

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Recommend Service Partnership

Process Identifier: 1.2.2.1.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
scan external availability and recommend external partners/Suppliers

Extended Description
Recommend service partnership processes focus on scanning external availablity of of
sourcing Service aspects and make reccomendations about specific external
partners/suppliers who should be used to provide the service aspects

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine extent of service aspect sourcing

Process Identifier: 1.2.2.1.6.3

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
determine the extent to which service aspects needs to be sourced externally or delivered
from internal capabilities

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.1.7 Gain Enterprise Commitment to

Service Strategies

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Figure 221. Gain Enterprise Commitment to Service Strategies decomposition into level 4 processes

Gain Enterprise Commitment to Service Strategies

Process Identifier: 1.2.2.1.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain enterprise commitment to the service strategy and service plans.

Extended Description
The Gain Commitment to Service Plans processes gain enterprise commitment to the
service strategy and service plans. These processes include all aspects of identification
of stakeholders and negotiation to gain stakeholder approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Stakeholders to service strategy and service plans

Process Identifier: 1.2.2.1.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Identify stakeholders of service strategy and service plans

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain service strategy and servic plans Stakeholders approval

Process Identifier: 1.2.2.1.7.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Negotiate & gain stakeholder approval for service strategy and service Plans

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Gain Enterprise Commitment to service strategy and servic plans

Process Identifier: 1.2.2.1.7.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain Enterprise commitment to the service strategy and service plans

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.2 Service Capability Delivery

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Figure 222. Service Capability Delivery decomposition into level 3 processes

Service Capability Delivery

Process Identifier: 1.2.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Plan and deliver the total capabilities required to deliver changes to service.

Extended Description
Service Capability Delivery processes plan and deliver the total capabilities required to
deliver changes to service, as necessary. This involves integration of capability delivered
from within the enterprise, and capability delivered from a partner/supplier.
Service demand forecasting and capturing of new opportunities, are both essential to
ensure that the enterprise can implement the services necessary for the future needs of
their customers and potential customers.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Map & Analyze Service Requirements

Process Identifier: 1.2.2.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the detailed service infrastructure requirements to support the product capabilities
required by the enterprise.

Extended Description
The Map & Analyze Service Requirements processes define the detailed service
infrastructure requirements to support the product capabilities required by the enterprise.
The processes provide detailed analysis of new service demand forecasts linked to
service relevant geographic distributions. The processes also establish the detailed
performance requirements. These processes take the forecast information available from
the Produce Service Business Plans and requirements information from the Define
Product Capability Requirements processes, as well as service infrastructure
requirements developed by the Develop Detailed Service Specifications processes, to
establish detailed views of anticipated service demand and performance requirements.
The processes include any cross-enterprise coordination and management functions to
ensure that the demand distributions capture the needs of all stakeholders.
These processes provide input into the requirements capture processes in the Resource
and Supply Chain horizontal process groupings

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Gain Service Capability Investment Approval

Process Identifier: 1.2.2.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Capture all activities required to develop and gain necessary approval for investment
proposals to develop and deliver the required service capabilities

Extended Description
The Gain Service Capability Investment Approval processes capture all activities required
to develop and gain necessary approval for business proposals to develop and deliver the
required service capabilities, including identification of potential suppliers/partners. These
processes take the input from the Map & Analyze Service Requirements, the Capture
Service Capability Shortfalls and the Define Product Capability Requirements processes
to develop and gain approval for any business proposals arising. In some cases the
business proposal may require the creation and approval of a formal business case, in
other cases the business proposal approval may be delegated to local management. In
any event requirements for the service infrastructure, identification of required Resource
infrastructure capabilities, the cost estimates for delivering the service and supporting
resource infrastructure, including costs for materials (equipment and tools), labor and
training are part of the investment proposal.
The rules and procedures outlining the necessary approval process to be used are also
part of these processes.
The processes include any cross-enterprise coordination and management functions to
ensure that the investment proposals capture the needs of, and are supported by, all
stakeholders

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Enable Service Support & Operations

Process Identifier: 1.2.2.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the design of any improvements or changes required to the service operational
support processes to support the investment proposals and new service capabilities and
infrastructure

Extended Description
The Enable Service Support & Operations processes manage the design of any
improvements or changes required to the service operational support processes to
support the investment proposals and new service capabilities and infrastructure. The
processes ensure the identification of operational support groups, required skill sets, and
availability of appropriate training programs. These processes ensure the identification,
collation and coordination of support requirements from all approved investment
proposals, and from any operational support shortfalls identified in the Capture Service
Capability Shortfalls processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Handover to Service Operations

Process Identifier: 1.2.2.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Manage the processes involved in handover of deployed service infrastructure to
operational control

Extended Description
The Manage Handover to Service Operations processes manage the processes involved
in handover of deployed service infrastructure to operational control. These processes
ensure that all operational and performance design requirements have been met by the
installed service infrastructure, and that all tools, test equipment, operational procedures,
support groups, and training is in place to allow for successful operation. These
processes include the management and coordination of all stakeholders required to gain
approval and acceptance of the handover to operational control.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Service Capability Shortfalls

Process Identifier: 1.2.2.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify specific or imminent service capacity, service performance and/or service
operational support shortfalls

Extended Description
The Capture Service Capability Shortfalls processes identify specific or imminent service
capacity, service performance and/or service operational support shortfalls. These
processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service capacity and performance
shortfalls and support process issues.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Design Service Capabilities

Process Identifier: 1.2.2.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the design of the service infrastructure to meet the requirements in any approved
investment proposals.

Extended Description
The Design Service Capabilities processes manage the design of the service
infrastructure to meet the requirements in any approved investment proposals approved
through the Gain Service Capability Investment Approval processes. These processes
ensure the collation and coordination of requirements from all approved investment
proposals, assess the most appropriate service infrastructure, develop the
tactical/solution architecture and design specifications to be used to build or source the
necessary service infrastructure components, and select the most appropriate service
infrastructure suppliers/partners to support the service requirements.
Note that the actual management of the sourcing process is handled within the Supply
Chain Development & Management processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Manage Service Capability Delivery

Process Identifier: 1.2.2.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the provision, implementation and roll-out of the new or enhanced service
capability, and associated operational support processes.

Extended Description
The Manage Service Capability Delivery processes manage the provision,
implementation and roll-out of the new or enhanced service capability and associated
operational support processes. These processes are predominantly program/project
management process functions, and require the detailed management and co-ordination
of the delivery of individual service infrastructure components, and any underlying
resource infrastructure capability delivery, to achieve the delivery of the overall service
capability. These processes are responsible to ensure that the quality of the implemented
service capability meets the design specifications. These processes leverage the Supply
Chain Development & Management processes as necessary to establish any new
sourcing arrangements for the delivery of service components.
These processes develop the detailed delivery, implementation and roll-out timetables,
and track the expenditure and staff resource usage to deliver the service components,
and provide any reporting necessary to keep stakeholders informed of progress. They are
responsible for ensuring that the financial aspects of the approved business proposals
are met.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

1.2.2.2.1 Map & Analyze Service

Requirements

Figure 223. Map & Analyze Service Requirements decomposition into level 4 processes

Map & Analyze Service Requirements

Process Identifier: 1.2.2.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the detailed service infrastructure requirements to support the product capabilities
required by the enterprise.

Extended Description
The Map & Analyze Service Requirements processes define the detailed service
infrastructure requirements to support the product capabilities required by the enterprise.
The processes provide detailed analysis of new service demand forecasts linked to
service relevant geographic distributions. The processes also establish the detailed
performance requirements. These processes take the forecast information available from
the Produce Service Business Plans and requirements information from the Define
Product Capability Requirements processes, as well as service infrastructure
requirements developed by the Develop Detailed Service Specifications processes, to
establish detailed views of anticipated service demand and performance requirements.

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The processes include any cross-enterprise coordination and management functions to

ensure that the demand distributions capture the needs of all stakeholders.
These processes provide input into the requirements capture processes in the Resource
and Supply Chain horizontal process groupings

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Service Demand & Performance Requirements

Process Identifier: 1.2.2.2.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes provide detailed analysis of new service demand forecasts linked to
service relevant geographic distributions. The processes also establish the detailed
performance requirements. These processes take the forecast information available from
the Produce Service Business Plans and requirements information from the Define
Product Capability Requirements processes, as well as service infrastructure
requirements developed by the Develop Detailed Service Specifications processes, to
establish detailed views of anticipated service demand and performance
requirements.These processes define the detailed infrastructure requirements to support
the marketing strategies and forecasts. Thse processes provide requirements, including
process performance targets, for the development of new and/or enhancement of existing
marketing infrastructure which are captured by this process.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Agree Service Infrastructure Requirements

Process Identifier: 1.2.2.2.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes obtain agreement to the detailed infrastructure requirements to support
the product capabilities required by the enterprise. The processes include any cross-
enterprise coordination and management functions to ensure that the demand
distributions capture the needs of all stakeholders.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Service Infrastructure Requirements

Process Identifier: 1.2.2.2.1.3

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes provide input into the requirements capture processes in the Resource
and Supply Chain horizontal process groupings.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.2.2 Capture Service Capability

Shortfalls

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Figure 224. Capture Service Capability Shortfalls decomposition into level 4 processes

Capture Service Capability Shortfalls

Process Identifier: 1.2.2.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify specific or imminent service capacity, service performance and/or service
operational support shortfalls

Extended Description
The Capture Service Capability Shortfalls processes identify specific or imminent service
capacity, service performance and/or service operational support shortfalls. These
processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service capacity and performance
shortfalls and support process issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Service Capacity Shortfalls

Process Identifier: 1.2.2.2.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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These processes identify specific or imminent service capacity shortfalls. These

processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service capacity issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Service Performance Shortfalls

Process Identifier: 1.2.2.2.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes identify specific or imminent service performance shortfalls. These
processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service performance issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Capture Service Operational Support Shorfalls

Process Identifier: 1.2.2.2.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes identify specific or imminent service operational support shortfalls.
These processes take information available from the Service Management & Operations
processes to establish detailed views of anticipated service operational support issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.2.3 Gain Service Capability

Investment Approval

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Figure 225. Gain Service Capability Investment Approval decomposition into level 4 processes

Gain Service Capability Investment Approval

Process Identifier: 1.2.2.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Capture all activities required to develop and gain necessary approval for investment
proposals to develop and deliver the required service capabilities

Extended Description
The Gain Service Capability Investment Approval processes capture all activities required
to develop and gain necessary approval for business proposals to develop and deliver the
required service capabilities, including identification of potential suppliers/partners. These
processes take the input from the Map & Analyze Service Requirements, the Capture
Service Capability Shortfalls and the Define Product Capability Requirements processes
to develop and gain approval for any business proposals arising. In some cases the
business proposal may require the creation and approval of a formal business case, in
other cases the business proposal approval may be delegated to local management. In
any event requirements for the service infrastructure, identification of required Resource
infrastructure capabilities, the cost estimates for delivering the service and supporting
resource infrastructure, including costs for materials (equipment and tools), labor and
training are part of the investment proposal.
The rules and procedures outlining the necessary approval process to be used are also
part of these processes.
The processes include any cross-enterprise coordination and management functions to
ensure that the investment proposals capture the needs of, and are supported by, all
stakeholders

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Service Capability Investment Proposals

Process Identifier: 1.2.2.2.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Thesel processes capture all activities required to develop business proposals to develop
and deliver the required service capabilities, including identification of potential
suppliers/partners. These processes take the input from the Map & Analyze Service
Requirements, the Capture Service Capability Shortfalls and the Define Product
Capability Requirements processes to develop and gain approval for any business
proposals arising. In some cases the business proposal may require the creation and
approval of a formal business case, in other cases the business proposal approval may
be delegated to local management. In any event requirements for the service
infrastructure, identification of required Resource infrastructure capabilities, the cost
estimates for delivering the service and supporting resource infrastructure, including costs
for materials (equipment and tools), labor and training are part of the investment
proposal.
The rules and procedures outlining the necessary approval process to be used are also
part of these processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Approve Service Capability Investment

Process Identifier: 1.2.2.2.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes capture all activities required to gain necessary approval for business
proposals to develop and deliver the required service capabilities, including identification
of potential suppliers/partners.
The processes include any cross-enterprise coordination and management functions to
ensure that the investment proposals capture the needs of, and are supported by, all
stakeholders

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.2.2.2.4 Design Service Capabilities

Figure 226. Design Service Capabilities decomposition into level 4 processes

Design Service Capabilities

Process Identifier: 1.2.2.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the design of the service infrastructure to meet the requirements in any approved
investment proposals.

Extended Description
The Design Service Capabilities processes manage the design of the service
infrastructure to meet the requirements in any approved investment proposals approved
through the Gain Service Capability Investment Approval processes. These processes
ensure the collation and coordination of requirements from all approved investment
proposals, assess the most appropriate service infrastructure, develop the
tactical/solution architecture and design specifications to be used to build or source the
necessary service infrastructure components, and select the most appropriate service
infrastructure suppliers/partners to support the service requirements.
Note that the actual management of the sourcing process is handled within the Supply
Chain Development & Management processes.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Service Capability Requirements

Process Identifier: 1.2.2.2.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure the collation and coordination of requirements from all approved
investment proposals approved through the Gain Service Capability Investment Approval
processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Specify Service Capability Infrastructure

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Process Identifier: 1.2.2.2.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes assess the most appropriate service infrastructure, and develop the
tactical/solution architecture and design specifications to be used to build or source the
necessary service infrastructure components, to meet the identified service capability
requirements.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Select Service Capability Suppliers/Partners

Process Identifier: 1.2.2.2.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes select the most appropriate service infrastructure suppliers/partners to
support the the identified service capability requirements.

Extended Description
Not used for this process element

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.2.5 Enable Service Support &

Operations

Figure 227. Enable Service Support & Operations decomposition into level 4 processes

Enable Service Support & Operations

Process Identifier: 1.2.2.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Manage the design of any improvements or changes required to the service operational
support processes to support the investment proposals and new service capabilities and
infrastructure

Extended Description
The Enable Service Support & Operations processes manage the design of any
improvements or changes required to the service operational support processes to
support the investment proposals and new service capabilities and infrastructure. The
processes ensure the identification of operational support groups, required skill sets, and
availability of appropriate training programs. These processes ensure the identification,
collation and coordination of support requirements from all approved investment
proposals, and from any operational support shortfalls identified in the Capture Service
Capability Shortfalls processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Design Service Operational Support Process Improvements

Process Identifier: 1.2.2.2.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the design of any improvements or changes required to the
service operational support processes to support the investment proposals and new
service capabilities and infrastructure.

Extended Description
Not used for this process element

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Service Support Groups, Skills & Training

Process Identifier: 1.2.2.2.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
The processes ensure the identification of operational support groups, required skill sets,
and availability of appropriate training programs.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Service Support Requirements

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Process Identifier: 1.2.2.2.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure the identification, collation and coordination of support
requirements from all approved investment proposals, and from any operational support
shortfalls identified in the Capture Service Capability Shortfalls processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.2.7 Manage Handover to Service

Operations

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Figure 228. Manage Handover to Service Operations decomposition into level 4 processes

Manage Handover to Service Operations

Process Identifier: 1.2.2.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the processes involved in handover of deployed service infrastructure to
operational control

Extended Description
The Manage Handover to Service Operations processes manage the processes involved
in handover of deployed service infrastructure to operational control. These processes
ensure that all operational and performance design requirements have been met by the
installed service infrastructure, and that all tools, test equipment, operational procedures,
support groups, and training is in place to allow for successful operation. These
processes include the management and coordination of all stakeholders required to gain
approval and acceptance of the handover to operational control.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Co-ordinate Service Operational Handover

Process Identifier: 1.2.2.2.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes co-ordinate the processes involved in handover of deployed servuce
infrastructure to operational control, including the management and coordination of all
stakeholders required to gain approval and acceptance of the handover.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Validate Service Infrastructure Design

Process Identifier: 1.2.2.2.7.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
These processes ensure that all operational and process performance design
requirements have been met by the installed service infrastructure.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Service Handover Support

Process Identifier: 1.2.2.2.7.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that all tools, test equipment, operational procedures, support
groups, and training is in place to allow for successful operation.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.2.2.3 Service Development & Retirement

Figure 229. Service Development & Retirement decomposition into level 3 processes

Service Development & Retirement

Process Identifier: 1.2.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and deliver new or enhanced service types.

Extended Description
Service Development & Retirement processes are project oriented in that they develop
and deliver new or enhanced service types. These processes include process and
procedure implementation, systems changes and customer documentation. They also

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undertake rollout and testing of the service type, capacity management and costing of the
service type. It ensures the ability of the enterprise to deliver service types according to
requirements.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather & Analyze New Service Ideas

Process Identifier: 1.2.2.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Combine specific product requirements with demographic, customer, technology and
marketing information to identify specific new service classes/components or
enhancements to existing service classes/components.

Extended Description
The Gather & Analyze New Service Ideas processes combine specific product
requirements with demographic, customer, technology and marketing information to
identify specific new service classes/components or enhancements to existing service
classes/components. These processes undertake the necessary analysis to identify
potential service classes, compare current service classes with the identified required
service classes, and as a result of the analysis develop new service class ideas. The new
service class ideas include an analysis of the customer value proposition.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess Performance of Existing Services

Process Identifier: 1.2.2.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze the performance of existing services to identify inadequacies and required
improvements

Extended Description
The Assess Performance of Existing Services processes analyze the performance of
existing services to identify inadequacies and required improvements. These processes
use information from customers and from operational activities to identify required
improvements.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop New Service Business Proposal

Process Identifier: 1.2.2.3.3

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and document business proposals for the identified new or enhanced Service
ideas

Extended Description
The Develop New Service Business Proposal processes develop and document business
proposals for the identified new or enhanced Service ideas (including if necessary a
business case). The business proposal (or business case) identifies the new service
requirements, including the specific resource components which underpin the service.
The business proposal also identifies the service development, management and
operations costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements. The business proposal also
includes an assessment of the risks and the competitive positioning of the service
proposal. As a part of the business proposal development a feasibility assessment can be
produced. Potential suppliers/partners who can assist in the development of the service
classes are also identified (note that commercial arrangements may already be in place
with these potential suppliers/partners). As a part of the process, the business proposal is
appropriately approved, and as a result of the approval, necessary staff and other
resources are made available.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Service Specifications

Process Identifier: 1.2.2.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Develop and document the detailed service-related technical and operational

specifications, and customer manuals.

Extended Description
The Develop Detailed Service Specifications processes develop and document the
detailed service-related technical and operational specifications, and customer manuals.
These processes develop and document the required service features, the specific
underpinning resource requirements and selections, the specific operational, and quality
requirements and support activities, any service specific data required for the systems
and network infrastructure as agreed through the Develop New Service Business
Proposal processes. The Develop Detailed Product Specifications processes provide
input to these specifications. The processes ensure that all detailed specifications are
produced and appropriately documented. Additionally the processes ensure that the
documentation is captured in an appropriate enterprise repository.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Development

Process Identifier: 1.2.2.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the co-coordinated development in line with the approved business case of all
required new or enhanced service classes/components for that business case across the
enterprise

Extended Description
The Manage Service Development processes ensure the co-coordinated development in
line with the approved business case of all required new or enhanced service
classes/components for that business case across the enterprise. These processes
ensure that all operational processes and procedures, IT systems changes, network

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changes, channel changes, operational procedures, testing tools and procedures, etc.
required to support the new service class/component are identified and developed. These
processes ensure that the necessary documentation and training packages are produced
to support the operation of the new service class. These processes also ensure that the
required service level agreements and operational level agreements to support the
detailed service specifications are developed and agreed for each service class deployed,
and that any supplier/partner operational support has been identified and agreed. These
processes have both program/project management aspects and technical/operational
specification aspects, with the detailed management of individual service class
deployment managed by the Manage Service Deployment processes.
As well as developing new service classes these processes manage upgrades or
enhancements to existing service classes, as the need to review operational and other
support is also relevant for upgrading existing classes/components.
Note that management of major new or enhanced infrastructure delivery to support
service development is managed within the Service Capability Delivery process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Deployment

Process Identifier: 1.2.2.3.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the co-coordinated deployment in line with the approved business case of all
required service classes/components for that business case across the enterprise.

Extended Description
The Manage Service Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required service classes/components for that
business case across the enterprise. These processes ensure that all operational
processes and procedures, IT systems changes, network changes, channel changes,

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operational procedures, testing tools and procedures, etc. required to support the new
service class/component have been implemented. These processes ensure that
appropriate operational staff are identified and have received the necessary training.
These processes ensure that the agreed supplier/partner operational support has been
implemented. These processes also ensure that acceptance testing is successfully
performed to assure that the new or enhanced services comply with the specifications.
These processes have both program/project and management aspects.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Exit

Process Identifier: 1.2.2.3.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify existing service which are unviable and manage the processes to exit the Service
Class from the market.

Extended Description
The Manage Service Exit processes identify existing service classes which are unviable
and manage the process to exit the Service from the products they support. The
processes analyze existing service classes to identify economically or strategically
unviable classes, identify products & customers impacted by any exit, develop product &
customer specific exit or migration strategies, develop service infrastructure transition
and/or replacement strategies, and manage the operational aspects of the exit process. A
business proposal identifying the competitive threats, risks and costs may be required as
a part of developing the exit strategy. These processes include any cross-enterprise co-
ordination and management functions to ensure that the needs of all stakeholders are
identified and managed.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.3.1 Gather & Analyze New Service

Ideas

Figure 230. Gather & Analyze New Service Ideas decomposition into level 4 processes

Gather & Analyze New Service Ideas

Process Identifier: 1.2.2.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Combine specific product requirements with demographic, customer, technology and
marketing information to identify specific new service classes/components or

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enhancements to existing service classes/components.

Extended Description
The Gather & Analyze New Service Ideas processes combine specific product
requirements with demographic, customer, technology and marketing information to
identify specific new service classes/components or enhancements to existing service
classes/components. These processes undertake the necessary analysis to identify
potential service classes, compare current service classes with the identified required
service classes, and as a result of the analysis develop new service class ideas. The new
service class ideas include an analysis of the customer value proposition.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather Service Information

Process Identifier: 1.2.2.1.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and Management of external Providers and internal resources for providing
service information

Extended Description
Gather Service information processes focus on establishment and Management of
relationships with external providers of service informtion, and management of internal
resources used for providing service information.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze Service Classes

Process Identifier: 1.2.2.3.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes undertake the necessary analysis to identify potential service classes,
compare current service classes with the identified required service classes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Service Classes

Process Identifier: 1.2.2.3.1.3

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop new service class ideas. The new service class ideas include
an analysis of the customer value proposition.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.3.3 Develop New Service Business

Proposal

Figure 231. Develop New Service Business Proposal decomposition into level 4 processes

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Develop New Service Business Proposal

Process Identifier: 1.2.2.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and document business proposals for the identified new or enhanced Service
ideas

Extended Description
The Develop New Service Business Proposal processes develop and document business
proposals for the identified new or enhanced Service ideas (including if necessary a
business case). The business proposal (or business case) identifies the new service
requirements, including the specific resource components which underpin the service.
The business proposal also identifies the service development, management and
operations costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements. The business proposal also
includes an assessment of the risks and the competitive positioning of the service
proposal. As a part of the business proposal development a feasibility assessment can be
produced. Potential suppliers/partners who can assist in the development of the service
classes are also identified (note that commercial arrangements may already be in place
with these potential suppliers/partners). As a part of the process, the business proposal is
appropriately approved, and as a result of the approval, necessary staff and other
resources are made available.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Service Business Proposal

Process Identifier: 1.2.2.3.3.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop and document business proposals for the identified new or
enhanced Service ideas (including if necessary a business case). The business proposal
(or business case) identifies the new service requirements, including the specific resource
components which underpin the service. The business proposal also identifies the service
development, management and operations costs and anticipated benefits, including
forecast demand, performance gains, productivity gains and/or operational cost
improvements. The business proposal also includes an assessment of the risks and the
competitive positioning of the service proposal. As a part of the business proposal
development a feasibility assessment can be produced. Potential suppliers/partners who
can assist in the development of the service classes are also identified (note that
commercial arrangements may already be in place with these potential
suppliers/partners).

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Service Business Proposal Approval

Process Identifier: 1.2.2.3.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage approval of the business proposal, and as a result of the
approval, necessary staff and other resources are made available.

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Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.3.4 Develop Detailed Service

Specifications

Figure 232. Develop Detailed Service Specifications decomposition into level 4 processes

Develop Detailed Service Specifications

Process Identifier: 1.2.2.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Develop and document the detailed service-related technical and operational
specifications, and customer manuals.

Extended Description
The Develop Detailed Service Specifications processes develop and document the
detailed service-related technical and operational specifications, and customer manuals.
These processes develop and document the required service features, the specific
underpinning resource requirements and selections, the specific operational, and quality
requirements and support activities, any service specific data required for the systems
and network infrastructure as agreed through the Develop New Service Business
Proposal processes. The Develop Detailed Product Specifications processes provide
input to these specifications. The processes ensure that all detailed specifications are
produced and appropriately documented. Additionally the processes ensure that the
documentation is captured in an appropriate enterprise repository.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Service Technical Specifications

Process Identifier: 1.2.2.3.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop and document the required service features for the systems
and network infrastructure as agreed through the Develop New Service Business
Proposal processes. The processes ensure that all detailed specifications are produced
and appropriately documented. Additionally the processes ensure that the documentation
is captured in an appropriate enterprise repository.

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Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Service Support Specifications

Process Identifier: 1.2.2.3.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop and document the specific underpinning resource requirements
and selections required for the systems and network infrastructure as agreed through the
Develop New Service Business Proposal processes. The processes ensure that all
detailed specifications are produced and appropriately documented. Additionally the
processes ensure that the documentation is captured in an appropriate enterprise
repository.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Service Operational Specifications

Process Identifier: 1.2.2.3.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop and document the specific operational, and quality
requirements and support activities, and any service specific data required for the
systems and network infrastructure required for the systems and network infrastructure as
agreed through the Develop New Service Business Proposal processes. The processes
ensure that all detailed specifications are produced and appropriately documented.
Additionally the processes ensure that the documentation is captured in an appropriate
enterprise repository.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Service Customer Manuals

Process Identifier: 1.2.2.3.4.4

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop and document the customer manuals as agreed through the
Develop New Service Business Proposal processes. The processes ensure that all
detailed specifications are produced and appropriately documented. Additionally the
processes ensure that the documentation is captured in an appropriate enterprise
repository.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.3.5 Manage Service Development

Figure 233. Manage Service Development decomposition into level 4 processes

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Manage Service Development

Process Identifier: 1.2.2.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the co-coordinated development in line with the approved business case of all
required new or enhanced service classes/components for that business case across the
enterprise

Extended Description
The Manage Service Development processes ensure the co-coordinated development in
line with the approved business case of all required new or enhanced service
classes/components for that business case across the enterprise. These processes
ensure that all operational processes and procedures, IT systems changes, network
changes, channel changes, operational procedures, testing tools and procedures, etc.
required to support the new service class/component are identified and developed. These
processes ensure that the necessary documentation and training packages are produced
to support the operation of the new service class. These processes also ensure that the
required service level agreements and operational level agreements to support the
detailed service specifications are developed and agreed for each service class deployed,
and that any supplier/partner operational support has been identified and agreed. These
processes have both program/project management aspects and technical/operational
specification aspects, with the detailed management of individual service class
deployment managed by the Manage Service Deployment processes.
As well as developing new service classes these processes manage upgrades or
enhancements to existing service classes, as the need to review operational and other
support is also relevant for upgrading existing classes/components.
Note that management of major new or enhanced infrastructure delivery to support
service development is managed within the Service Capability Delivery process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Identify Required Processes & Procedures for Services

Process Identifier: 1.2.2.3.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that all operational processes and procedures, IT systems
changes, network changes, channel changes, operational procedures, testing tools and
procedures, etc. required to support the new service class/component are identified.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Required Processes & Procedures for Services

Process Identifier: 1.2.2.3.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that all operational processes and procedures, IT systems
changes, network changes, channel changes, operational procedures, testing tools and
procedures, etc. required to support the new service class/component are developed.

Extended Description

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Not used for this process element

Explanatory
These processes ensure the co-coordinated development in line with the approved
business case of all required new or enhanced service classes/components for that
business case across the enterprise. These processes have both program/project
management aspects and technical/operational specification aspects, with the detailed
management of individual service class deployment managed by the Manage Service
Deployment processes.
As well as developing new service classes these processes manage upgrades or
enhancements to existing service classes, as the need to review operational and other
support is also relevant for upgrading existing classes/components.
Note that management of major new or enhanced infrastructure delivery to support
service development is managed within the Service Capability Delivery process.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Service & Operational Agreements for Services

Process Identifier: 1.2.2.3.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that the required service level agreements and operational level
agreements are developed and agreed for each resource class deployed, and that any
supplier/partner operational support has been identified.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Service & Operational Agreements Approval for Services

Process Identifier: 1.2.2.3.5.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that the required service level agreements and operational level
agreements are agreed for each service class deployed, and that any supplier/partner
operational support has been agreed.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Produce Supporting Documentation & Training Packages for Services

Process Identifier: 1.2.2.3.5.5

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that the necessary documentation and training packages are
produced to support the operation of the new service class.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.3.6 Manage Service Deployment

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Figure 234. Manage Service Deployment decomposition into level 4 processes

Manage Service Deployment

Process Identifier: 1.2.2.3.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the co-coordinated deployment in line with the approved business case of all
required service classes/components for that business case across the enterprise.

Extended Description
The Manage Service Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required service classes/components for that
business case across the enterprise. These processes ensure that all operational
processes and procedures, IT systems changes, network changes, channel changes,
operational procedures, testing tools and procedures, etc. required to support the new
service class/component have been implemented. These processes ensure that
appropriate operational staff are identified and have received the necessary training.
These processes ensure that the agreed supplier/partner operational support has been
implemented. These processes also ensure that acceptance testing is successfully
performed to assure that the new or enhanced services comply with the specifications.
These processes have both program/project and management aspects.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Process & Procedure Implementation

Process Identifier: 1.2.2.3.6.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that all operational processes and procedures, IT systems
changes, network changes, channel changes, operational procedures, testing tools and
procedures, etc. required to support the new service class/component have been
implemented.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Operational Staff Training

Process Identifier: 1.2.2.3.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that appropriate operational staff are identified and have
received the necessary training.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Service Supplier/Partner Operational Support

Process Identifier: 1.2.2.3.6.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that the agreed supplier/partner operational support has been
implemented.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Service Acceptance Testing

Process Identifier: 1.2.2.3.6.4

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that acceptance testing is successfully performed to assure that
the new or enhanced services comply with the specifications.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.2.3.7 Manage Service Exit

Figure 235. Manage Service Exit decomposition into level 4 processes

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Manage Service Exit

Process Identifier: 1.2.2.3.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify existing service which are unviable and manage the processes to exit the Service
Class from the market.

Extended Description
The Manage Service Exit processes identify existing service classes which are unviable
and manage the process to exit the Service from the products they support. The
processes analyze existing service classes to identify economically or strategically
unviable classes, identify products & customers impacted by any exit, develop product &
customer specific exit or migration strategies, develop service infrastructure transition
and/or replacement strategies, and manage the operational aspects of the exit process. A
business proposal identifying the competitive threats, risks and costs may be required as
a part of developing the exit strategy. These processes include any cross-enterprise co-
ordination and management functions to ensure that the needs of all stakeholders are
identified and managed.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Unviable Resources

Process Identifier: 1.2.3.3.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
These processes analyze existing resource classes to identify economically or
strategically unviable classes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Impacted Resource Customers

Process Identifier: 1.2.3.3.7.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes identify products, services classes & customers impacted by any exit.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Develop Resource Transition Strategies

Process Identifier: 1.2.3.3.7.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop specific exit or migration strategies and develop resource
infrastructure transition and/or replacement strategies.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Exit Process

Process Identifier: 1.2.3.3.7.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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These processes manage the operational aspects of the exit process.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.1 Resource Strategy & Planning

Figure 236. Resource Strategy & Planning decomposition into level 3 processes

Resource Strategy & Planning

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Process Identifier: 1.2.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop resource strategies, policies and plans for the enterprise, based on the long-term
business, market, product and service directions of the enterprise.

Extended Description
Resource Strategy & Planning processes develop resource strategies, policies and plans
for the enterprise, based on the long-term business, market, product and service
directions of the enterprise These processes understand the capabilities of the existing
enterprise infrastructure, capture the requirements on the infrastructure based on market,
product and service strategies of the enterprise’, manage the capabilities of the suppliers
and partners to develop and deliver new resource capabilities, and define the way that
new or enhanced infrastructure may be deployed.
Research & analysis is performed to determine resource targets as well as strategies to
reach the defined targets. This research may be obtained from the external market and
resource suppliers and partners, or developed internally through research programs and
activities, or leverage of other internal knowledge. A key input to the resource strategy
arises from the enterprise’s market, product portfolio and service strategy and forecasts.
A focus is placed on the expansion of the existing resource capabilities and the
identification of new resource capabilities required.
These processes deliver and develop annual and multi-year resource plans in support of
services, products and offers that include volume forecasts, negotiation for required levels
of resources, gaining resource development and management as well as supply chain
commitment and executive approval for the plans.
Forecasting of resource demand, and capturing of new opportunities, are both essential
to ensure that the enterprise can construct and implement the resources necessary for
the future needs of their customers and potential customers.
These processes define the resource implementation standards sought, key new
resource capabilities required, resource support levels and approaches required,
resource design elements to be developed, as well as resource cost parameters and
targets. These processes also define the policies relating to technical resources and their
implementation.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Gather & Analyze Resource Information

Process Identifier: 1.2.3.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Research and analyze customer, technology, competitor and marketing information to
identify new resource requirements and industry resource capabilities and availability

Extended Description
The Gather & Analyze Resource Information processes research and analyze customer,
technology, competitor and marketing information to identify new resource requirements
and industry resource capabilities and availability. These processes undertake the
necessary analysis to identify potential opportunities, compare current capabilities with
the identified opportunities, and as a result of the analysis develop new resource
requirements or enhancements to existing requirements. The new or enhanced resource
requirements include an analysis of the customer value proposition.
These processes include the establishment and management of relationships with
external providers of resource information, and the management of internal groups used
for providing resource information.
A key source of input to this analysis is derived from the business, marketing, service and
product strategy and planning processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Establish Resource Strategy & Architecture

Process Identifier: 1.2.3.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish the resource strategies based on market trends, future products needs,
technical capabilities, and addressing shortcomings in existing resource support

Extended Description
The Establish Resource Strategy & Architecture processes establish the resource
strategies based on market trends, future products needs, available and emerging
resource capabilities, and addressing shortcomings in existing resource performance and
operational support. These processes accept the changing resource requirements and
develop appropriate resource strategies and strategic resource architectures based on
the changing needs of the enterprise, and increasing expectations of the market. They
establish realistic resource development and delivery goals for the enterprise and
services to be delivered to the market. They establish implementation policies which act
as a set of guidelines to be followed in the Resource Capability Delivery processes. They
highlight shortcomings in existing resource performance and operational support
arrangements and processes, including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze Resource
Information and the Manage Resource Research processes

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Produce Resource Business Plans

Process Identifier: 1.2.3.1.5

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and deliver annual and multi-year resource plans in support of services, products
and offers

Extended Description
The Produce Resource Business Plans processes develop and deliver annual and multi-
year resource plans in support of services, products and offers that include volume
forecasts, negotiation for required levels of resources and budgets, gaining resource
development and management as well as supply chain commitment and executive
approval for the plans.
Forecasting of aggregate or high level resource demand, and capturing of new
opportunities, are both essential to ensure that budgets are assigned which allow the
enterprise to implement the resources capabilities and capacity necessary for the future
needs of their customers and potential customers.
The processes assess the impacts that new or modified resource infrastructure will cause
on the installed infrastructure and workforce, and establish the functions and benefits that
new or modified resource will provide to users. These processes identify the timetables
and logistics for new resource capability introduction.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Enterprise Commitment to Resource Plans

Process Identifier: 1.2.3.1.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Gains enterprise commitment to the resource strategy and business plans.

Extended Description
The Gain Commitment to Resource Plans processes gains enterprise commitment to the
resource strategy and business plans. These processes include all aspects of
identification of stakeholders and negotiation to gain stakeholder approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Research

Process Identifier: 1.2.3.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage internally driven research investigations and activities which are used to provide
detailed technical assessment or investigation of new and emerging resource capabilities

Extended Description
The Manage Resource Research processes manage internally driven research
investigations and activities which are used to provide detailed technical assessment or
investigation of new and emerging resource capabilities. The actual research activity may
be totally internally delivered, or may be outsourced to external parties to perform the
actual research activity. These processes manage the administration of the research
activity, management of any research prioritization processes, define the assessment
methodologies, administer any actual research contracts with external parties, and
develop and manage any intellectual property and patent administration required for the
resource research activity.
Note that the commercial arrangements with external parties are developed within the
Supply Chain Development & Management processes.

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Note that the actual legal arrangements, analysis and litigation surrounding intellectual
property is managed within the Legal Management processes in the Enterprise
Management process area.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Resource Support Strategies

Process Identifier: 1.2.3.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the principles, policies and performance standards for the operational organization
providing resource support

Extended Description
The Define Resource Support Strategies processes define the principles, policies and
performance standards for the operational organization providing resource support. Over
time requirements for service levels and quality on existing resources change and
operational challenges are introduced by new resources. These processes define the
targets, and operational requirements, in this changing environment. The required
performance standards are driven by community and regulatory expectations, internal
process and technology capabilities and competitive offerings. A major input to these
processes arises from the Gather & Analyze Resource Information processes, and from
the product portfolio, resource strategy and market strategy processes. These processes
also provide the feedback point from analyses undertaken in the Resource Management
& Operations processes to determine bottlenecks and problems associated with existing
resource operational support activities.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Resource Partnership Requirements

Process Identifier: 1.2.3.1.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify the requirements for resource capabilities to be sourced from partners or
suppliers, and any resource capabilities to be delivered internally to the enterprise.

Extended Description
The Develop Resource Partnership Requirements processes identify the requirements for
resource capabilities sourced from partners or suppliers, and any resource capabilities to
be delivered internally to the enterprise. The processes determine the extent to which
resource capabilities need to be sourced externally or delivered from internal capabilities,
they scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the resource capabilities.
Note that the processes used to actually source any external suppliers occur with the
Supply Chain Development & Management processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.2.3.1.1 Gather & Analyze Resource

Information

Figure 237. Gather & Analyze Resource Information decomposition into level 4 processes

Gather & Analyze Resource Information

Process Identifier: 1.2.3.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Research and analyze customer, technology, competitor and marketing information to
identify new resource requirements and industry resource capabilities and availability

Extended Description
The Gather & Analyze Resource Information processes research and analyze customer,
technology, competitor and marketing information to identify new resource requirements
and industry resource capabilities and availability. These processes undertake the
necessary analysis to identify potential opportunities, compare current capabilities with
the identified opportunities, and as a result of the analysis develop new resource
requirements or enhancements to existing requirements. The new or enhanced resource
requirements include an analysis of the customer value proposition.
These processes include the establishment and management of relationships with
external providers of resource information, and the management of internal groups used
for providing resource information.
A key source of input to this analysis is derived from the business, marketing, service and
product strategy and planning processes.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather Resource Information

Process Identifier: 1.2.3.1.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and Management of external Providers and internal resources for providing
resource information

Extended Description
Gather Resource information processes focus on establishment and Management of
relationships with external providers of resource informtion, and management of internal
groups used for providing resource information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Analyze new resource requirements

Process Identifier: 1.2.3.1.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze to indentiy new resource requirements,resource capabilities and availability

Extended Description
Analyze new resource requirements processes focus on research and analyze customer,
technology, competitor and marketing information to identify new resource requirements
and industry resource capabilities and availability.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze to develop new/enhance resource requirements

Process Identifier: 1.2.3.1.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
develop new resource requirements, enhance to existing requirements

Extended Description

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Analyze to develop new/enhance resource requirements processes undertake the

responsibility of necessary analysis to identify potential opportunities, compare current
capabilities with the identified opportunities, and as result of these analysis develop new
resource requirements or enhacements to existing requirements.This process also
include an analysis of the customer value pproposition.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.1.2 Manage Resource Research

Figure 238. Manage Resource Research decomposition into level 4 processes

Manage Resource Research

Process Identifier: 1.2.3.1.2

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage internally driven research investigations and activities which are used to provide
detailed technical assessment or investigation of new and emerging resource capabilities

Extended Description
The Manage Resource Research processes manage internally driven research
investigations and activities which are used to provide detailed technical assessment or
investigation of new and emerging resource capabilities. The actual research activity may
be totally internally delivered, or may be outsourced to external parties to perform the
actual research activity. These processes manage the administration of the research
activity, management of any research prioritization processes, define the assessment
methodologies, administer any actual research contracts with external parties, and
develop and manage any intellectual property and patent administration required for the
resource research activity.
Note that the commercial arrangements with external parties are developed within the
Supply Chain Development & Management processes.
Note that the actual legal arrangements, analysis and litigation surrounding intellectual
property is managed within the Legal Management processes in the Enterprise
Management process area.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage resource research investigations

Process Identifier: 1.2.3.1.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Manage internally driven resource research investigations and activities

Extended Description
Manage resource research investigations processes manage internally driven research
investigations and activities which are used to provide detailed assessment or
investigation of new and emerging resource capabilities. The actual research actvity may
be totally internally delivered , or may be outsourced to external parties.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage administration of resource research

Process Identifier: 1.2.3.1.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage administration of reource research activity

Extended Description
Manage administration of resource research processes are responsible for managing the
administration of resource research activities, management of any research prioritization
process,administer any actual research contracts with external parties, and develop and
manage any intellectual property and patent administration required for the resource
research activity. Actual commercial arrangements wih external parties are manged with
in Supply Chain Development and Management Processes. Actual legal arragements
and Intellectual property is managed with Legal Management Porcesses in Enterprise
Management Porcess areas.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Resource research assesment methodologies

Process Identifier: 1.2.3.1.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define Resource research assessment methodologies

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.2.3.1.3 Establish Resource Strategy &

Architecture

Figure 239. Establish Resource Strategy & Architecture decomposition into level 4 processes

Establish Resource Strategy & Architecture

Process Identifier: 1.2.3.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish the resource strategies based on market trends, future products needs,
technical capabilities, and addressing shortcomings in existing resource support

Extended Description
The Establish Resource Strategy & Architecture processes establish the resource
strategies based on market trends, future products needs, available and emerging
resource capabilities, and addressing shortcomings in existing resource performance and
operational support. These processes accept the changing resource requirements and
develop appropriate resource strategies and strategic resource architectures based on
the changing needs of the enterprise, and increasing expectations of the market. They
establish realistic resource development and delivery goals for the enterprise and
services to be delivered to the market. They establish implementation policies which act
as a set of guidelines to be followed in the Resource Capability Delivery processes. They
highlight shortcomings in existing resource performance and operational support
arrangements and processes, including issues associated with resourcing and skill sets.

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Major inputs to these processes are derived from the Gather & Analyze Resource
Information and the Manage Resource Research processes

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Resource strategy

Process Identifier: 1.2.3.1.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
resource strategies based on market trends, highlight shortcomings of resource
performance and operational support

Extended Description
Establish resource strategy processes are responsible for establishing the resource
strategies based on markets trends, future products needs, available and emerging
resource capabilities, and addressing shortcomings in existing resource performance and
operational support. These processes also highlight issue associated with resourcing and
skill sets along with shortcomings in existing resource performence and operational
support arrangements and processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Develop Resource Strategy

Process Identifier: 1.2.3.1.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Accept changing resource requirements and develop resource strategies

Extended Description
Develop resource Strategy processes accept the changing resource requirements and
develop appropriate resource strategies and strategic resource architectures based on
the changing needs of enterprise, and increasing expectations of the markets.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Resource delivery goals

Process Identifier: 1.2.3.1.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Establish realistic resource development and delivery goals for the enterprise and
services to be delivered

Extended Description
Establish Resource delivery goals porcesses focus on establising realistic resource
development and delivery goals for the enterprise and services to be delivered to market

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish resource implementation policies

Process Identifier: 1.2.3.1.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
establish implementation policies which act as a set of guidelines to be followed in the
Resource Capability Delivery processes

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.2.3.1.4 Define Resource Support

Strategies

Figure 240. Define Resource Support Strategies decomposition into level 4 processes

Define Resource Support Strategies

Process Identifier: 1.2.3.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the principles, policies and performance standards for the operational organization
providing resource support

Extended Description
The Define Resource Support Strategies processes define the principles, policies and
performance standards for the operational organization providing resource support. Over
time requirements for service levels and quality on existing resources change and
operational challenges are introduced by new resources. These processes define the
targets, and operational requirements, in this changing environment. The required

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performance standards are driven by community and regulatory expectations, internal

process and technology capabilities and competitive offerings. A major input to these
processes arises from the Gather & Analyze Resource Information processes, and from
the product portfolio, resource strategy and market strategy processes. These processes
also provide the feedback point from analyses undertaken in the Resource Management
& Operations processes to determine bottlenecks and problems associated with existing
resource operational support activities.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Resource support Principles

Process Identifier: 1.2.3.1.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define resource support principles for the operational organization providing resource
support.

Extended Description
Define Resource Support Principles processes define principles for service levels and
service quality on existing resources or new resources

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Define Resource support Policies

Process Identifier: 1.2.3.1.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define resource support policies for the operational organization providing resource
support.

Extended Description
Define Resource Support Policies processes define policies for service levels and service
quality on existing resources or new resources

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Resource Support performance standards

Process Identifier: 1.2.3.1.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Define resource support performance standards for the operational organization providing
resource support.

Extended Description
These processes define the targets, and operational requirements, in this changing
environment. The required performance standards are driven by community and
regulatory expectations, internal process and technology capabilities and competitive
offerings. These processes also provide the feedback point from analyses undertaken in
the resource Management & Operations process to determine bottlenecks and problems
associated with existing resource operational activities.A major input to these processes
arises from the Gather & Analyze Service Information processes, and from the product
portfolio, resource strategy and market strategy processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.1.6 Develop Resource Partnership

Requirements

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Figure 241. Develop Resource Partnership Requirements decomposition into level 4 processes

Develop Resource Partnership Requirements

Process Identifier: 1.2.3.1.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify the requirements for resource capabilities to be sourced from partners or
suppliers, and any resource capabilities to be delivered internally to the enterprise.

Extended Description
The Develop Resource Partnership Requirements processes identify the requirements for
resource capabilities sourced from partners or suppliers, and any resource capabilities to
be delivered internally to the enterprise. The processes determine the extent to which
resource capabilities need to be sourced externally or delivered from internal capabilities,
they scan external availability, and make recommendations about the specific external
partners or suppliers who should be used to provide the resource capabilities.
Note that the processes used to actually source any external suppliers occur with the
Supply Chain Development & Management processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify the requirements for resource capabilities

Process Identifier: 1.2.3.1.6.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
identify the requirements for resource capabilities sourced from partners or suppliers, and
the resource capabilities to be delivered internally to enterprise

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

recommend Resource partnership

Process Identifier: 1.2.3.1.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
scan external availability for resource capabilities and recommend external
partners/Suppliers

Extended Description
Recommend Resource partnership processes focus on scanning external availablity of of
sourcing resource capabilities and make reccomendations about specific external
partners/suppliers who should be used to provide the resource capabilties

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine extent of resource capabilities sourcing

Process Identifier: 1.2.3.1.6.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
determine the extent to which resource capabilities needs to be sourced externally or
delivered from internal capabilities

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.1.7 Gain Enterprise Commitment to

Resource Plans

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Figure 242. Gain Enterprise Commitment to Resource Plans decomposition into level 4 processes

Gain Enterprise Commitment to Resource Plans

Process Identifier: 1.2.3.1.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gains enterprise commitment to the resource strategy and business plans.

Extended Description
The Gain Commitment to Resource Plans processes gains enterprise commitment to the
resource strategy and business plans. These processes include all aspects of
identification of stakeholders and negotiation to gain stakeholder approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Identify Stakeholders to Resource strategy and resource plans

Process Identifier: 1.2.3.1.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify stakeholders of resource strategy and resource plans

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain resource strategy and resource plans Stakeholders approval

Process Identifier: 1.2.3.1.7.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Negotiate & gain stakeholder approval for resource strategy and resource Plans

Extended Description

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Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Enterprise Commitment to resource strategy and resource plans

Process Identifier: 1.2.3.1.7.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain Enterprise commitment to the resource strategy and resource plans

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.2.3.2 Resource Capability Delivery

Figure 243. Resource Capability Delivery decomposition into level 3 processes

Resource Capability Delivery

Process Identifier: 1.2.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Use the capability definition or requirements to deploy new and/or enhanced technologies
and associated resources.

Extended Description
Resource Capability Delivery processes use the capability definition or requirements to
deploy new and/or enhanced technologies and associated resources.

The objectives of these processes is to ensure that network, application and computing
resources are deployed, according to the plans set by Resource Development. They
deliver the physical resource capabilities necessary for the ongoing operations, and long
term well-being of the enterprise, and ensure the basis on which all resources and
services will be built.

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Responsibilities of the Resource Capability Delivery processes include, but are not limited
to:

· Planning resource supply logistics (warehousing, transport, etc)

· Planning the Resource Installation
· Contracting and Directing the Resource Construction where needed
· Verifying the Resource Installation
· Handover the Resource Capability to Operations through interactions with the Manage
Resource Class Configuration

Logical network configurations (such as resource elements integration) are as important

to the network resources as the physical aspects. All aspects must be planned and
considered in the design and implementation of the network, including infrastructure
owned by the enterprise, and by supplier/partners, other physical resources and logical
elements.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Map & Analyze Resource Requirements

Process Identifier: 1.2.3.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the detailed resource infrastructure requirements to support the service
capabilities required by the enterprise

Extended Description

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The Map & Analyze Resource Requirements processes define the detailed resource
infrastructure requirements to support the service capabilities required by the enterprise.
The processes provide detailed analysis of new resource requirements linked to relevant
geographic distributions. These processes also establish the detailed performance
requirements. These processes take the forecast information available from the Produce
Resource Business Plans and requirements information from the Map & Analyze Service
Requirements processes, as well as resource infrastructure requirements developed by
the Develop Detailed Resource Specifications processes, to establish detailed views of
anticipated resource demand and performance requirements.
These processes manage the capacity planning for the resource infrastructure, and
identify capacity requirements based on service forecasts and appropriate resource
related metrics, i.e., transaction volumes, storage requirements, traffic volumes, port
availabilities, etc.
The processes include any cross-enterprise coordination and management functions to
ensure that the demand distributions capture the needs of all stakeholders.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Resource Capability Shortfalls

Process Identifier: 1.2.3.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify specific or imminent resource capacity, resource performance and/or resource
operational support shortfalls

Extended Description
The Capture Resource Capability Shortfalls processes identify specific or imminent
resource capacity, resource performance and/or resource operational support shortfalls.
These processes take information available from the Resource Management &
Operations processes to establish detailed views of anticipated resource and shortfalls

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and support process issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Resource Capability Investment Approval

Process Identifier: 1.2.3.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Capture all activities required to develop and gain necessary approval for investment
proposals to develop and deliver the required resource capabilities

Extended Description
The Gain Resource Capability Investment Approval processes capture all activities
required to develop and gain necessary approval for investment proposals to develop and
deliver the required resource capabilities, including identification of potential
suppliers/partners. These processes take the input from the Map & Analyze Resource
Requirements, the Capture Resource Capability Shortfalls and the Map & Analyze
Service Requirements processes to develop and gain approval for any business
proposals arising. In some cases the business proposal may require the creation and
approval of a formal business case, in other cases the business proposal approval may
be delegated to local management. In any event the cost estimates for delivering the
resource infrastructure, including costs for materials (equipment and tools), labor and
training are part of the investment proposal.
The rules and procedures outlining the necessary approval process to be used are also
part of these processes.
The processes include any cross-enterprise coordination and management functions to
ensure that the investment proposals capture the needs of, and are supported by, all
stakeholders

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Design Resource Capabilities

Process Identifier: 1.2.3.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the design of the resource infrastructure to meet the requirements in any
approved investment proposals.

Extended Description
The Design Resource Capabilities processes manage the design of the resource
infrastructure to meet the requirements in any approved investment proposals. These
processes ensure the collation and coordination of requirements from all approved
investment proposals, assess the most appropriate resource infrastructure, develop the
tactical/solution architecture and design specifications to be used to build or source the
necessary resource infrastructure components, and select the most appropriate resource
infrastructure suppliers/partners to support the resource requirements. A key element of
the overall design is the integration approach between the existing legacy resource
infrastructure and any proposed new resource infrastructure. This integration design is
managed within the architecture and specification processes.
Note that the actual management of the sourcing process is handled within the Supply
Chain Development & Management processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Enable Resource Support & Operations

Process Identifier: 1.2.3.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the design of any improvements or changes required to the resource operational
support processes to support the investment proposals and new resource capabilities and
infrastructure

Extended Description
The Enable Resource Support & Operations processes manage the design of any
improvements or changes required to the resource operational support processes to
support the investment proposals and new resource capabilities and infrastructure. The
processes ensure the identification of operational support groups, required skill sets, and
availability of appropriate training programs. These processes ensure the identification,
collation and coordination of support requirements from all approved investment
proposals, and from any operational support shortfalls identified in the Capture Resource
Capability Shortfalls processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Manage Resource Capability Delivery

Process Identifier: 1.2.3.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the provision, implementation, commissioning and roll-out of the new or
enhanced resource capability, and associated operational support processes.

Extended Description
The Manage Resource Capability Delivery processes manage the provision,
implementation, commissioning and roll-out of the new or enhanced resource capability
and associated operational support processes. These processes are predominantly
program/project management process functions, and require the detailed management
and co-ordination of the delivery of individual resource infrastructure components to
achieve the delivery of the overall resource capability. Within the Manage Resource
Capability Delivery processes separate suppliers/partners may be responsible for the
delivery of the resource capability, and other suppliers/partners for the installation and
construction. The Manage Resource Capability Delivery processes ensure that the roles
and responsibilities of all parties are identified, managed and coordinated.
These processes are responsible to ensure that the quality of the implemented resource
capability meets the design specifications. These processes manage the commissioning
of the new resource infrastructure by ensuring the availability of test programs and
specifications against which to test the new resource infrastructure meets the design
requirements.
These processes leverage the Supply Chain Development & Management processes as
necessary to establish any new sourcing arrangements for the delivery of resource
components.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Manage Handover to Resource Operations

Process Identifier: 1.2.3.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the processes involved in handover of deployed resource infrastructure to
operational control

Extended Description
The Manage Handover to Resource Operations processes manage the processes
involved in handover of deployed resource infrastructure to operational control. These
processes ensure that all operational and performance design requirements have been
met by the installed resource infrastructure, and that all tools, test equipment, operational
procedures, support groups, and training is in place to allow for successful operation.
These processes include the management and coordination of all stakeholders required
to gain approval and acceptance of the handover to operational control.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.2.1 Map & Analyze Resource

Requirements

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Figure 244. Map & Analyze Resource Requirements decomposition into level 4 processes

Map & Analyze Resource Requirements

Process Identifier: 1.2.3.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the detailed resource infrastructure requirements to support the service
capabilities required by the enterprise

Extended Description
The Map & Analyze Resource Requirements processes define the detailed resource
infrastructure requirements to support the service capabilities required by the enterprise.
The processes provide detailed analysis of new resource requirements linked to relevant
geographic distributions. These processes also establish the detailed performance
requirements. These processes take the forecast information available from the Produce
Resource Business Plans and requirements information from the Map & Analyze Service
Requirements processes, as well as resource infrastructure requirements developed by
the Develop Detailed Resource Specifications processes, to establish detailed views of
anticipated resource demand and performance requirements.
These processes manage the capacity planning for the resource infrastructure, and
identify capacity requirements based on service forecasts and appropriate resource
related metrics, i.e., transaction volumes, storage requirements, traffic volumes, port
availabilities, etc.
The processes include any cross-enterprise coordination and management functions to
ensure that the demand distributions capture the needs of all stakeholders.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Resource Demand & Performance Requirements

Process Identifier: 1.2.3.2.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes provide detailed analysis of new resource requirements linked to
relevant geographic distributions. These processes also establish the detailed
performance requirements. These processes take the forecast information available from
the Produce Resource Business Plans and requirements information from the Map &
Analyze Service Requirements processes, as well as resource infrastructure
requirements developed by the Develop Detailed Resource Specifications processes, to
establish detailed views of anticipated resource demand and performance requirements.
These processes manage the capacity planning for the resource infrastructure, and
identify capacity requirements based on service forecasts and appropriate resource
related metrics, i.e., transaction volumes, storage requirements, traffic volumes, port
availabilities, etc.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Agree Resource Infrastructure Requirements

Process Identifier: 1.2.3.2.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes obtain agreement to the detailed resource infrastructure requirements
to support the service capabilities required by the enterprise. The processes include any
cross-enterprise coordination and management functions to ensure that the demand
distributions capture the needs of all stakeholders.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.2.2 Capture Resource Capability

Shortfalls

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Figure 245. Capture Resource Capability Shortfalls decomposition into level 4 processes

Capture Resource Capability Shortfalls

Process Identifier: 1.2.3.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify specific or imminent resource capacity, resource performance and/or resource
operational support shortfalls

Extended Description
The Capture Resource Capability Shortfalls processes identify specific or imminent
resource capacity, resource performance and/or resource operational support shortfalls.
These processes take information available from the Resource Management &
Operations processes to establish detailed views of anticipated resource and shortfalls
and support process issues.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Capture Resource Capacity Shortfalls

Process Identifier: 1.2.3.2.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes identify specific or imminent resource capacity shortfalls. These
processes take information available from the Resource Management & Operations
processes to establish detailed views of anticipated resource capacity issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Resource Performance Shortfalls

Process Identifier: 1.2.3.2.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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These processes identify specific or imminent resource performance shortfalls. These

processes take information available from the Resource Management & Operations
processes to establish detailed views of anticipated resource performance issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Resource Operational Support Shorfalls

Process Identifier: 1.2.3.2.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes identify specific or imminent resource operational support shortfalls.
These processes take information available from the Resource Management &
Operations processes to establish detailed views of anticipated resource operational
support issues.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.2.3 Gain Resource Capability

Investment Approval

Figure 246. Gain Resource Capability Investment Approval decomposition into level 4 processes

Develop Resource Capability Investment Proposals

Process Identifier: 1.2.3.2.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes capture all activities required to develop business proposals to develop
and deliver the required resource capabilities, including identification of potential
suppliers/partners. These processes take the input from the Map & Analyze Resource
Requirements, the Capture Resource Capability Shortfalls and the Map & Analyze
Service Requirements processes to develop and gain approval for any business
proposals arising. In some cases the business proposal may require the creation and

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approval of a formal business case, in other cases the business proposal approval may
be delegated to local management. In any event the cost estimates for delivering the
resource infrastructure, including costs for materials (equipment and tools), labor and
training are part of the investment proposal.
The rules and procedures outlining the necessary approval process to be used are also
part of these processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Resource Capability Investment Approval

Process Identifier: 1.2.3.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Capture all activities required to develop and gain necessary approval for investment
proposals to develop and deliver the required resource capabilities

Extended Description
The Gain Resource Capability Investment Approval processes capture all activities
required to develop and gain necessary approval for investment proposals to develop and
deliver the required resource capabilities, including identification of potential
suppliers/partners. These processes take the input from the Map & Analyze Resource
Requirements, the Capture Resource Capability Shortfalls and the Map & Analyze
Service Requirements processes to develop and gain approval for any business
proposals arising. In some cases the business proposal may require the creation and
approval of a formal business case, in other cases the business proposal approval may
be delegated to local management. In any event the cost estimates for delivering the

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resource infrastructure, including costs for materials (equipment and tools), labor and
training are part of the investment proposal.
The rules and procedures outlining the necessary approval process to be used are also
part of these processes.
The processes include any cross-enterprise coordination and management functions to
ensure that the investment proposals capture the needs of, and are supported by, all
stakeholders

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Approve Resource Capability Investment

Process Identifier: 1.2.3.2.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes capture all activities required to gain necessary approval for business
proposals to develop and deliver the required resource capabilities, including
identification of potential suppliers/partners.
The processes include any cross-enterprise coordination and management functions to
ensure that the investment proposals capture the needs of, and are supported by, all
stakeholders

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.2.4 Design Resource Capabilities

Figure 247. Design Resource Capabilities decomposition into level 4 processes

Design Resource Capabilities

Process Identifier: 1.2.3.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the design of the resource infrastructure to meet the requirements in any
approved investment proposals.

Extended Description

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The Design Resource Capabilities processes manage the design of the resource
infrastructure to meet the requirements in any approved investment proposals. These
processes ensure the collation and coordination of requirements from all approved
investment proposals, assess the most appropriate resource infrastructure, develop the
tactical/solution architecture and design specifications to be used to build or source the
necessary resource infrastructure components, and select the most appropriate resource
infrastructure suppliers/partners to support the resource requirements. A key element of
the overall design is the integration approach between the existing legacy resource
infrastructure and any proposed new resource infrastructure. This integration design is
managed within the architecture and specification processes.
Note that the actual management of the sourcing process is handled within the Supply
Chain Development & Management processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Resource Capability Requirements

Process Identifier: 1.2.3.2.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure the collation and coordination of requirements from all approved
investment proposals.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Specify Resource Capability Infrastructure

Process Identifier: 1.2.3.2.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes assess the most appropriate resource infrastructure, and develop the
tactical/solution architecture and design specifications to be used to build or source the
necessary resource infrastructure components, to meet the identified resource capability
requirements. A key element of the overall design is the integration approach between
the existing legacy resource infrastructure and any proposed new resource infrastructure.
This integration design is managed within the architecture and specification processes.
Note that the actual management of the sourcing process is handled within the Supply
Chain Development & Management processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Select Resource Capability Suppliers/Partners

Process Identifier: 1.2.3.2.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes select the most appropriate resource infrastructure suppliers/partners to
support the the identified resource capability requirements.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.2.5 Enable Resource Support &

Operations

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Figure 248. Enable Resource Support & Operations decomposition into level 4 processes

Enable Resource Support & Operations

Process Identifier: 1.2.3.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the design of any improvements or changes required to the resource operational
support processes to support the investment proposals and new resource capabilities and
infrastructure

Extended Description
The Enable Resource Support & Operations processes manage the design of any
improvements or changes required to the resource operational support processes to
support the investment proposals and new resource capabilities and infrastructure. The
processes ensure the identification of operational support groups, required skill sets, and
availability of appropriate training programs. These processes ensure the identification,
collation and coordination of support requirements from all approved investment
proposals, and from any operational support shortfalls identified in the Capture Resource
Capability Shortfalls processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Design Resource Operational Support Process Improvements

Process Identifier: 1.2.3.2.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the design of any improvements or changes required to the
resource operational support processes to support the investment proposals and new
resource capabilities and infrastructure.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Resource Support Groups, Skills & Training

Process Identifier: 1.2.3.2.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
The processes ensure the identification of operational support groups, required skill sets,
and availability of appropriate training programs.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Resource Support Requirements

Process Identifier: 1.2.3.2.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure the identification, collation and coordination of support
requirements from all approved investment proposals, and from any operational support
shortfalls identified in the Capture Resource Capability Shortfalls processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.2.6 Manage Resource Capability

Delivery

Figure 249. Manage Resource Capability Delivery decomposition into level 4 processes

Manage Resource Capability Delivery

Process Identifier: 1.2.3.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the provision, implementation, commissioning and roll-out of the new or
enhanced resource capability, and associated operational support processes.

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Extended Description
The Manage Resource Capability Delivery processes manage the provision,
implementation, commissioning and roll-out of the new or enhanced resource capability
and associated operational support processes. These processes are predominantly
program/project management process functions, and require the detailed management
and co-ordination of the delivery of individual resource infrastructure components to
achieve the delivery of the overall resource capability. Within the Manage Resource
Capability Delivery processes separate suppliers/partners may be responsible for the
delivery of the resource capability, and other suppliers/partners for the installation and
construction. The Manage Resource Capability Delivery processes ensure that the roles
and responsibilities of all parties are identified, managed and coordinated.
These processes are responsible to ensure that the quality of the implemented resource
capability meets the design specifications. These processes manage the commissioning
of the new resource infrastructure by ensuring the availability of test programs and
specifications against which to test the new resource infrastructure meets the design
requirements.
These processes leverage the Supply Chain Development & Management processes as
necessary to establish any new sourcing arrangements for the delivery of resource
components.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Co-ordinate Resource Capability Delivery

Process Identifier: 1.2.3.2.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure the provision, implementation and roll-out of the new or
enhanced resource capability and associated operational support processes. These
processes are predominantly program/project management process functions, and
require the detailed management and co-ordination of the delivery of individual resource

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infrastructure components, and any underlying resource infrastructure capability delivery,

to achieve the delivery of the overall resource capability. Within these processes,
separate suppliers/partners may be responsible for the delivery of the resource capability,
and other suppliers/partners for the installation and construction. These processes ensure
that the roles and responsibilities of all parties are identified, managed and coordinated.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Resource Capability Quality

Process Identifier: 1.2.3.2.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes are responsible to ensure that the quality of the implemented resource
capability meets the design specifications.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Commissioning of New Resource Infrastructure

Process Identifier: 1.2.3.2.6.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the commissioning of the new resource infrastructure by
ensuring the availability of test programs and specifications against which to test the new
resource infrastructure meets the design requirements.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Resource Capability Sourcing

Process Identifier: 1.2.3.2.6.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
These processes leverage the Supply Chain Development & Management processes as
necessary to establish any new sourcing arrangements for the delivery of resource
components.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.2.7 Manage Handover to Resource

Operations

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Figure 250. Manage Handover to Resource Operations decomposition into level 4 processes

Manage Handover to Resource Operations

Process Identifier: 1.2.3.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the processes involved in handover of deployed resource infrastructure to
operational control

Extended Description
The Manage Handover to Resource Operations processes manage the processes
involved in handover of deployed resource infrastructure to operational control. These
processes ensure that all operational and performance design requirements have been
met by the installed resource infrastructure, and that all tools, test equipment, operational
procedures, support groups, and training is in place to allow for successful operation.
These processes include the management and coordination of all stakeholders required
to gain approval and acceptance of the handover to operational control.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Co-ordinate Resource Operational Handover

Process Identifier: 1.2.3.2.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
These processes co-ordinate the processes involved in handover of deployed resource
infrastructure to operational control, including the management and coordination of all
stakeholders required to gain approval and acceptance of the handover.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Validate Resource Infrastructure Design

Process Identifier: 1.2.3.2.7.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that all operational and process performance design
requirements have been met by the installed resource infrastructure.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Resource Handover Support

Process Identifier: 1.2.3.2.7.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that all tools, test equipment, operational procedures, support
groups, and training is in place to allow for successful operation.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.3 Resource Development &

Retirement

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Figure 251. Resource Development & Retirement decomposition into level 3 processes

Resource Development & Retirement

Process Identifier: 1.2.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop new, or enhance existing technologies and associated resource types, so that
new Services can be developed.

Extended Description
Resource Development & Retirement processes develop new, or enhance existing
technologies and associated resource types, so that new Products are available to be
sold to customers. They use the capability definition or requirements defined by Resource
Strategy & Planning They also decide whether to acquire resources from outside, taking
into account the overall business policy in that respect. These processes also retire or
remove technology and associated resource types, which are no longer required by the
enterprise.
Resource types may be built, or in some cases leased from other SPs or suppliers. To
ensure the most efficient and effective solution can be used, negotiations on network
level agreements with suppliers or partners are paramount for both building and leasing.

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These processes interact strongly with Product and Supply Chain Development
processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather & Analyze New Resource Ideas

Process Identifier: 1.2.3.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Combine specific product & service class requirements with demographic, customer,
technology and marketing information to identify specific new resource
classes/components, or enhancements to existing resource classes/components

Extended Description
The Gather & Analyze New Resource Ideas processes combine specific product &
service class requirements with demographic, customer, technology and marketing
information to identify specific new resource classes/components, or enhancements to
existing resource classes/components. These processes undertake the necessary
analysis to identify potential resource classes, compare current resource classes with the
identified required resource classes, and as a result of the analysis develop new resource
class ideas.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess Performance of Existing Resources

Process Identifier: 1.2.3.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze the performance of existing resources to identify inadequacies and required
improvements

Extended Description
The Assess Performance of Existing Resources processes analyze the performance of
existing resources to identify inadequacies and required improvements. These processes
use information from customers and from operational activities to identify required
improvements.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop New Resource Business Proposal

Process Identifier: 1.2.3.3.3

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and document business proposals for the identified new or enhanced Resource
ideas

Extended Description
The Develop New Resource Business Proposal processes develop and document
business proposals for the identified new or enhanced Resource ideas (including if
necessary a business case). The business proposal (or business case) identifies the
resource development (e.g.. network and/or IT resources), management and operations
costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements specifically associated with the
resource business proposal. The business proposal also includes an assessment of the
risks and the competitive positioning of the proposal. As a part of the business proposal
development a feasibility assessment can be produced. Potential suppliers/partners who
can assist in the development of the resource classes are also identified (note that
commercial arrangements may already be in place with these potential
suppliers/partners). As a part of the process, the business proposal is appropriately
approved, and as a result of the approval, necessary staff and other resources are made
available.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Resource Specifications

Process Identifier: 1.2.3.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Develop and document the detailed resource-related technical, performance and

operational specifications, and manuals.

Extended Description
The Develop Detailed Resource Specifications processes develop and document the
detailed resource-related technical, performance and operational specifications, and
manuals. These processes develop and document the required resource features, the
specific technology requirements and selections, the specific operational, performance
and quality requirements and support activities, any resource specific data required for
the systems and network infrastructure. The Develop Detailed Service Specifications
processes provide input to these specifications. The processes ensure that all detailed
specifications are produced and appropriately documented. Additionally the processes
ensure that the documentation is captured in an appropriate enterprise repository.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Development

Process Identifier: 1.2.3.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the co-coordinated delivery in line with the approved business case of all required
resource classes/components capabilities for that business case across the enterprise

Extended Description
The Manage Resource Development processes ensure the co-coordinated development
in line with the approved business case of all required resource classes/components for
that business case across the enterprise. These processes ensure that all operational
processes and procedures, resource changes (e.g. network and/or IT resources),
operational procedures, testing tools and procedures, etc. required to support the new
resource class/component are identified and developed. These processes ensure that the

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necessary documentation and training packages are produced to support the operation of
the new resource class. These processes also ensure that the required service level
agreements and operational level agreements are developed and agreed for each
resource class deployed, and that any supplier/partner operational support has been
identified and agreed. These processes have both program/project management aspects
and technical/operational specification aspects, with the detailed management of
individual resource class deployment managed by the Manage Resource Deployment
processes.
Note that management of major new or enhanced infrastructure delivery to support
product and offer development is managed within the Resource Capability Delivery
process.
Note that delivery of resource classes/components within the context of existing
commercial arrangements is managed through the Supply Chain Development and
Change Management process. If new suppliers/partners are required, the Supply Chain
Capability Delivery process is used to deliver the necessary commercial arrangements

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Deployment

Process Identifier: 1.2.3.3.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the co-coordinated deployment in line with the approved business proposal of all
required resource classes/components for that business proposal across the enterprise.

Extended Description
The Manage Resource Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required resource classes/components for that
business case across the enterprise. These processes ensure that all operational
processes and procedures, resource changes (e.g. network and/or IT resources),

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operational procedures, testing tools and procedures, etc. required to support the new
resource class/component have been implemented. These processes ensure that
appropriate operational staff are identified and have received the necessary training.
These processes ensure that the agreed supplier/partner operational support has been
implemented. These processes also ensure that acceptance testing is successfully
performed to assure that the new or enhanced resources comply with the specifications.
These processes have both program/project and management aspects.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Exit

Process Identifier: 1.2.3.3.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify existing resource classes which are unviable and manage the processes to exit
the Resource from the market.

Extended Description
The Manage Resource Exit processes identify existing resource classes which are
unviable and manage the process to exit the Resource from the services they support.
The processes analyze existing resource classes to identify economically or strategically
unviable classes, identify products, services classes & customers impacted by any exit,
develop specific exit or migration strategies, develop resource infrastructure transition
and/or replacement strategies, and manage the operational aspects of the exit process. A
business proposal identifying the competitive threats, risks and costs may be required as
a part of developing the exit strategy. These processes include any cross-enterprise co-
ordination and management functions to ensure that the needs of all stakeholders are
identified and managed.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.3.1 Gather & Analyze New Resource

Ideas

Figure 252. Gather & Analyze New Resource Ideas decomposition into level 4 processes

Gather Resource Information

Process Identifier: 1.2.3.1.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and Management of external Providers and internal resources for providing
resource information

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Extended Description
Gather Resource information processes focus on establishment and Management of
relationships with external providers of resource informtion, and management of internal
groups used for providing resource information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather & Analyze New Resource Ideas

Process Identifier: 1.2.3.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Combine specific product & service class requirements with demographic, customer,
technology and marketing information to identify specific new resource
classes/components, or enhancements to existing resource classes/components

Extended Description
The Gather & Analyze New Resource Ideas processes combine specific product &
service class requirements with demographic, customer, technology and marketing
information to identify specific new resource classes/components, or enhancements to
existing resource classes/components. These processes undertake the necessary
analysis to identify potential resource classes, compare current resource classes with the
identified required resource classes, and as a result of the analysis develop new resource
class ideas.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze Resource Classes

Process Identifier: 1.2.3.3.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes undertake the necessary analysis to identify potential resource classes,
and compare current resource classes with the identified required service classes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Resource Classes

Process Identifier: 1.2.3.3.1.3

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop new resource class ideas. The new resource class ideas
include an analysis of the customer value proposition.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.3.3 Develop New Resource Business

Proposal

Figure 253. Develop New Resource Business Proposal decomposition into level 4 processes

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Develop New Resource Business Proposal

Process Identifier: 1.2.3.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and document business proposals for the identified new or enhanced Resource
ideas

Extended Description
The Develop New Resource Business Proposal processes develop and document
business proposals for the identified new or enhanced Resource ideas (including if
necessary a business case). The business proposal (or business case) identifies the
resource development (e.g.. network and/or IT resources), management and operations
costs and anticipated benefits, including forecast demand, performance gains,
productivity gains and/or operational cost improvements specifically associated with the
resource business proposal. The business proposal also includes an assessment of the
risks and the competitive positioning of the proposal. As a part of the business proposal
development a feasibility assessment can be produced. Potential suppliers/partners who
can assist in the development of the resource classes are also identified (note that
commercial arrangements may already be in place with these potential
suppliers/partners). As a part of the process, the business proposal is appropriately
approved, and as a result of the approval, necessary staff and other resources are made
available.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Resource Business Proposal

Process Identifier: 1.2.3.3.3.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop and document business proposals for the identified new or
enhanced Resource ideas (including if necessary a business case). The business
proposal (or business case) identifies the resource development (e.g.. network and/or IT
resources), management and operations costs and anticipated benefits, including
forecast demand, performance gains, productivity gains and/or operational cost
improvements specifically associated with the resource business proposal. The business
proposal also includes an assessment of the risks and the competitive positioning of the
proposal. As a part of the business proposal development a feasibility assessment can be
produced. Potential suppliers/partners who can assist in the development of the resource
classes are also identified (note that commercial arrangements may already be in place
with these potential suppliers/partners).

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Resource Business Proposal Approval

Process Identifier: 1.2.3.3.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage approval of the business proposal, and as a result of the
approval, necessary staff and other resources are made available.

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Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.3.4 Develop Detailed Resource

Specifications

Figure 254. Develop Detailed Resource Specifications decomposition into level 4 processes

Develop Detailed Resource Specifications

Process Identifier: 1.2.3.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Develop and document the detailed resource-related technical, performance and
operational specifications, and manuals.

Extended Description
The Develop Detailed Resource Specifications processes develop and document the
detailed resource-related technical, performance and operational specifications, and
manuals. These processes develop and document the required resource features, the
specific technology requirements and selections, the specific operational, performance
and quality requirements and support activities, any resource specific data required for
the systems and network infrastructure. The Develop Detailed Service Specifications
processes provide input to these specifications. The processes ensure that all detailed
specifications are produced and appropriately documented. Additionally the processes
ensure that the documentation is captured in an appropriate enterprise repository.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Resource Technical Specifications

Process Identifier: 1.2.3.3.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop and document the required resource features for the systems
and network infrastructure. The processes ensure that all detailed specifications are
produced and appropriately documented. Additionally the processes ensure that the
documentation is captured in an appropriate enterprise repository.

Extended Description

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Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Resource Support Specifications

Process Identifier: 1.2.3.3.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop and document the specific technology requirements and
selections required for the systems and network infrastructure. The processes ensure that
all detailed specifications are produced and appropriately documented. Additionally the
processes ensure that the documentation is captured in an appropriate enterprise
repository.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Develop Detailed Resource Operational Specifications

Process Identifier: 1.2.3.3.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop and document the specific operational, and quality
requirements and support activities, and any resource specific data required for the
systems and network infrastructure required for the systems and network infrastructure.
The processes ensure that all detailed specifications are produced and appropriately
documented. Additionally the processes ensure that the documentation is captured in an
appropriate enterprise repository.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Detailed Resource Manuals

Process Identifier: 1.2.3.3.4.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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These processes develop and document the manuals. The processes ensure that all
detailed specifications are produced and appropriately documented. Additionally the
processes ensure that the documentation is captured in an appropriate enterprise
repository.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.3.5 Manage Resource Development

Figure 255. Manage Resource Development decomposition into level 4 processes

Identify Required Processes & Procedures for Resources

Process Identifier: 1.2.3.3.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
These processes ensure that all operational processes and procedures, resource
changes (e.g. network and/or IT resources), operational procedures, testing tools and
procedures, etc. required to support the new resource class/component are identified.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Development

Process Identifier: 1.2.3.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the co-coordinated delivery in line with the approved business case of all required
resource classes/components capabilities for that business case across the enterprise

Extended Description
The Manage Resource Development processes ensure the co-coordinated development
in line with the approved business case of all required resource classes/components for
that business case across the enterprise. These processes ensure that all operational
processes and procedures, resource changes (e.g. network and/or IT resources),
operational procedures, testing tools and procedures, etc. required to support the new
resource class/component are identified and developed. These processes ensure that the
necessary documentation and training packages are produced to support the operation of
the new resource class. These processes also ensure that the required service level
agreements and operational level agreements are developed and agreed for each

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resource class deployed, and that any supplier/partner operational support has been
identified and agreed. These processes have both program/project management aspects
and technical/operational specification aspects, with the detailed management of
individual resource class deployment managed by the Manage Resource Deployment
processes.
Note that management of major new or enhanced infrastructure delivery to support
product and offer development is managed within the Resource Capability Delivery
process.
Note that delivery of resource classes/components within the context of existing
commercial arrangements is managed through the Supply Chain Development and
Change Management process. If new suppliers/partners are required, the Supply Chain
Capability Delivery process is used to deliver the necessary commercial arrangements

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Required Processes & Procedures for Resources

Process Identifier: 1.2.3.3.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that all operational processes and procedures, resource
changes (e.g. network and/or IT resources), operational procedures, testing tools and
procedures, etc. required to support the new resource class/component are developed.

Extended Description
Not used for this process element

Explanatory
These processes ensure the co-coordinated development in line with the approved
business case of all required new or enhanced resource classes/components for that

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business case across the enterprise. These processes have both program/project
management aspects and technical/operational specification aspects, with the detailed
management of individual resource class deployment managed by the Manage Resource
Deployment processes.
As well as developing new service classes these processes manage upgrades or
enhancements to existing resource classes, as the need to review operational and other
support is also relevant for upgrading existing classes/components.
Note that management of major new or enhanced infrastructure delivery to support
service development is managed within the Resource Capability Delivery process.
Note that delivery of resource classes/components within the context of existing
commercial arrangements is managed through the Supply Chain Development and
Change Management process. If new suppliers/partners are required, the Supply Chain
Capability Delivery process is used to deliver the necessary commercial arrangements

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Service & Operational Agreements for Resources

Process Identifier: 1.2.3.3.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that the required service level agreements and operational level
agreements are developed for each resource class deployed, and that any
supplier/partner operational support has been identified.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Service & Operational Agreements Approval for Resources

Process Identifier: 1.2.3.3.5.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that the required service level agreements and operational level
agreements are agreed for each resource class deployed, and that any supplier/partner
operational support has been agreed.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Produce Supporting Documentation & Training Packages for Resources

Process Identifier: 1.2.3.3.5.5

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that the necessary documentation and training packages are
produced to support the operation of the new resource class.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.3.6 Manage Resource Deployment

Figure 256. Manage Resource Deployment decomposition into level 4 processes

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Manage Resource Deployment

Process Identifier: 1.2.3.3.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the co-coordinated deployment in line with the approved business proposal of all
required resource classes/components for that business proposal across the enterprise.

Extended Description
The Manage Resource Deployment processes ensure the co-coordinated deployment in
line with the approved business case of all required resource classes/components for that
business case across the enterprise. These processes ensure that all operational
processes and procedures, resource changes (e.g. network and/or IT resources),
operational procedures, testing tools and procedures, etc. required to support the new
resource class/component have been implemented. These processes ensure that
appropriate operational staff are identified and have received the necessary training.
These processes ensure that the agreed supplier/partner operational support has been
implemented. These processes also ensure that acceptance testing is successfully
performed to assure that the new or enhanced resources comply with the specifications.
These processes have both program/project and management aspects.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Process & Procedure Implementation

Process Identifier: 1.2.3.3.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
These processes ensure that all operational processes and procedures, resource
changes (e.g. network and/or IT resources), operational procedures, testing tools and
procedures, etc. required to support the new resource class/component have been
implemented.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Operational Staff Training

Process Identifier: 1.2.3.3.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that appropriate operational staff are identified and have
received the necessary training.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Resource Supplier/Partner Operational Support

Process Identifier: 1.2.3.3.6.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that the agreed supplier/partner operational support has been
implemented.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Acceptance Testing

Process Identifier: 1.2.3.3.6.4

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes ensure that acceptance testing is successfully performed to assure that
the new or enhanced resources comply with the specifications.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.3.3.7 Manage Resource Exit

Figure 257. Manage Resource Exit decomposition into level 4 processes

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Manage Resource Exit

Process Identifier: 1.2.3.3.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify existing resource classes which are unviable and manage the processes to exit
the Resource from the market.

Extended Description
The Manage Resource Exit processes identify existing resource classes which are
unviable and manage the process to exit the Resource from the services they support.
The processes analyze existing resource classes to identify economically or strategically
unviable classes, identify products, services classes & customers impacted by any exit,
develop specific exit or migration strategies, develop resource infrastructure transition
and/or replacement strategies, and manage the operational aspects of the exit process. A
business proposal identifying the competitive threats, risks and costs may be required as
a part of developing the exit strategy. These processes include any cross-enterprise co-
ordination and management functions to ensure that the needs of all stakeholders are
identified and managed.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Unviable Resources

Process Identifier: 1.2.3.3.7.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
These processes analyze existing resource classes to identify economically or
strategically unviable classes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Impacted Resource Customers

Process Identifier: 1.2.3.3.7.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes identify products, services classes & customers impacted by any exit.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Develop Resource Transition Strategies

Process Identifier: 1.2.3.3.7.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes develop specific exit or migration strategies and develop resource
infrastructure transition and/or replacement strategies.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Resource Exit Process

Process Identifier: 1.2.3.3.7.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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These processes manage the operational aspects of the exit process.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.1 Supply Chain Strategy & Planning

Figure 258. Supply Chain Strategy & Planning decomposition into level 3 processes

Supply Chain Strategy & Planning

Process Identifier: 1.2.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Develop the Supply Chain strategies and policies of the enterprise.

Extended Description
Supply Chain Strategy & Planning processes develop the Supply Chain strategies and
policies of the enterprise, and the enterprise policies for supplier/partner engagement and
interaction. E.g. the enterprise decides that it will outsource the supply of all Mobiles
Networks. Both the functional processes, as well as Infrastructure and Product Lifecycle
Management processes, drive the Supply Chain Strategy and Policy processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather & Analyze Supply Chain Information

Process Identifier: 1.2.4.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Research and analyze the supplier/partner industry to understand availability,
performance and competencies of potential suppliers and partners, and appropriate best
practice commercial framework establishment and management

Extended Description
The Gather & Analyze Supply Chain Information processes research and analyze the
supplier/partner industry to understand availability, performance and competencies of
potential suppliers and partners, and appropriate best practice commercial framework
establishment and management. These processes undertake the necessary analysis to
identify potential commercial approaches, compare current approaches and practices
with the identified approaches, and as a result of the analysis develop new commercial
practices. In addition, these processes monitor the potential and existing industry

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suppliers and partners, and produce assessments of the risks of establishing

relationships with the industry players.
These processes include the establishment and management of relationships with
external providers of supply chain information, and the management of internal groups
used for providing supply chain information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Supply Chain Strategy & Goals

Process Identifier: 1.2.4.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish the supply chain strategies based on market trends, future products and service
needs, technical capabilities, and addressing shortcomings in existing sourcing support

Extended Description
The Establish Supply Chain Strategy & Goals processes establish the sourcing strategies
and commercial practices to be used by the enterprise based on market trends, future
products and service needs, available and emerging resource capabilities, and
addressing identified shortcomings in existing sourcing and commercial operational
activities and practices. These processes accept the changing supply chain requirements
and develop appropriate strategies based on the changing needs of the enterprise. They
establish realistic supply chain development and delivery goals for the enterprise. They
establish implementation policies which act as a set of guidelines to be followed in the
Supply Chain Capability Delivery processes. They highlight shortcomings in existing
Supplier/Partner Relationship Management operational support arrangements and
processes, including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze Supply Chain
Information processes.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Supply Chain Support Strategies

Process Identifier: 1.2.4.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the principles, policies and performance standards for the operational organization
providing supply chain management support

Extended Description
The Define Supply Chain Support Strategies processes define the principles, policies and
performance standards for the operational organization providing supply chain
management support. Over time requirements for service levels and quality levels on
existing supply chain process change and operational challenges are introduced by new
resource introduction. These processes define the targets, and operational requirements,
in this changing environment. The required performance standards are driven by
competitive response expectations, internal process and technology capabilities and
competitive offerings. A major input to these processes arises from the Gather & Analyze
Supply Chain Information processes, and from the product portfolio, resource strategy,
service strategy and market strategy processes.
These processes also provide the feedback point from analyses undertaken in the
Supplier/Partner Relationship Management processes to determine bottlenecks and
problems associated with existing supply chain operational support and management
activities.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Produce Supply Chain Business Plans

Process Identifier: 1.2.4.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and deliver annual and multi-year supply chain business plans in support of
delivery and sourcing for services, products and offers

Extended Description
The Produce Supply Chain Business Plans processes develop and deliver annual and
multi-year supply chain business plans in support of delivery and sourcing for resources,
services, products and outsourced capabilities that include supply chain improvement
forecasts, negotiation for required levels of resources, gaining supply chain development
and management, as well as supply chain commitment and executive approval for the
plans. The product portfolio business plans, service business plans and resource
business plans provide a primary source of obtaining a view on forecasts within the
supply chain.
These processes identify alternative sourcing opportunities within the supply chain for
critical items in the event of unforeseen events causing disruption. Note that the actual
business continuity plans are developed within the processes defined by the Business
Continuity Management process in Enterprise Management.
Forecasting of commercial transaction volumes and sourcing demand, and capturing of
new approaches, are both essential to ensure that the enterprise can implement the
supply chain capabilities and capacity necessary for the future sourcing needs to support
customers and potential customers.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Enterprise Commitment to Supply Chain Plans

Process Identifier: 1.2.4.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain enterprise commitment to the supply chain sourcing strategy and business plans.

Extended Description
The Gain Enterprise Commitment to Supply Chain Plans processes gain enterprise
commitment to the supply chain sourcing strategy and business plans. These processes
include all aspects of identification of stakeholders and negotiation to gain stakeholder
approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.1.1 Gather & Analyze Supply Chain

Information

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Figure 259. Gather & Analyze Supply Chain Information decomposition into level 4 processes

Gather & Analyze Supply Chain Information

Process Identifier: 1.2.4.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Research and analyze the supplier/partner industry to understand availability,
performance and competencies of potential suppliers and partners, and appropriate best
practice commercial framework establishment and management

Extended Description
The Gather & Analyze Supply Chain Information processes research and analyze the
supplier/partner industry to understand availability, performance and competencies of
potential suppliers and partners, and appropriate best practice commercial framework
establishment and management. These processes undertake the necessary analysis to
identify potential commercial approaches, compare current approaches and practices
with the identified approaches, and as a result of the analysis develop new commercial
practices. In addition, these processes monitor the potential and existing industry
suppliers and partners, and produce assessments of the risks of establishing
relationships with the industry players.
These processes include the establishment and management of relationships with
external providers of supply chain information, and the management of internal groups
used for providing supply chain information.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gather supply chain information Information

Process Identifier: 1.2.4.1.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and Management of external Providers and internal resources for providing
supply chain information

Extended Description
Gather Supply Chain information processes focus on establishment and Management
of relationships with external providers of supply chain informtion, and management of
internal groups used for providing supply chain information.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze to develop new commercial practise

Process Identifier: 1.2.4.1.1.2

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
[Not Available]

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze supplier/partner industry

Process Identifier: 1.2.4.1.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
[Not Available]

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor industry supplier/partner

Process Identifier: 1.2.4.1.1.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
[Not Available]

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.1.2 Establish Supply Chain Strategy

& Goals

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Figure 260. Establish Supply Chain Strategy & Goals decomposition into level 4 processes

Establish Supply Chain Strategy & Goals

Process Identifier: 1.2.4.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish the supply chain strategies based on market trends, future products and service
needs, technical capabilities, and addressing shortcomings in existing sourcing support

Extended Description
The Establish Supply Chain Strategy & Goals processes establish the sourcing strategies
and commercial practices to be used by the enterprise based on market trends, future
products and service needs, available and emerging resource capabilities, and
addressing identified shortcomings in existing sourcing and commercial operational
activities and practices. These processes accept the changing supply chain requirements
and develop appropriate strategies based on the changing needs of the enterprise. They
establish realistic supply chain development and delivery goals for the enterprise. They
establish implementation policies which act as a set of guidelines to be followed in the
Supply Chain Capability Delivery processes. They highlight shortcomings in existing
Supplier/Partner Relationship Management operational support arrangements and
processes, including issues associated with resourcing and skill sets.
Major inputs to these processes are derived from the Gather & Analyze Supply Chain
Information processes.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Supply Chain Strategy

Process Identifier: 1.2.4.1.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
sourcing strategies and commercial practises based on market trends, highlight
shortcomings in existing sourcing and commercial operational activities and practises

Extended Description
Establish Supply Chain strategy processes are responsible for establishing the sourcing
strategies and commercial practises to be used by the enterprise based on markets
trends, future products and service needs, available and emerging resource capabilities,
and addressing identified shortcomings in existing sourcing and commercial operational
activities and practises. These processes also highlight issue associated with resourcing
and skill sets along with shortcomings in existing Supplier/partner Realationhip
Management operational support arrangement and processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Develop Supply Chain Strategy

Process Identifier: 1.2.4.1.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Accept changing supply chain requirements and develop strategies

Extended Description
Develop Supply Chain Strategy processes accept the changing supply chain
requirements and develop appropriate strategies based on the changing needs of
enterprise

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Supply chain delivery goals

Process Identifier: 1.2.4.1.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish realistic supply chain development and delivery goals for the enterprise

Extended Description

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Establish Supply chain delivery goals porcesses focus on establising realistic supply
chain development and delivery goals for the enterprise

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Supply Chain implementation policies

Process Identifier: 1.2.4.1.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
establish implementation policies which act as a set of guidelines to be followed in the
Supply Chain Capability Delivery processes

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.2.4.1.3 Define Supply Chain Support

Strategies

Figure 261. Define Supply Chain Support Strategies decomposition into level 4 processes

Define Supply Chain Support Strategies

Process Identifier: 1.2.4.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the principles, policies and performance standards for the operational organization
providing supply chain management support

Extended Description
The Define Supply Chain Support Strategies processes define the principles, policies and
performance standards for the operational organization providing supply chain
management support. Over time requirements for service levels and quality levels on
existing supply chain process change and operational challenges are introduced by new
resource introduction. These processes define the targets, and operational requirements,
in this changing environment. The required performance standards are driven by
competitive response expectations, internal process and technology capabilities and
competitive offerings. A major input to these processes arises from the Gather & Analyze
Supply Chain Information processes, and from the product portfolio, resource strategy,
service strategy and market strategy processes.
These processes also provide the feedback point from analyses undertaken in the
Supplier/Partner Relationship Management processes to determine bottlenecks and
problems associated with existing supply chain operational support and management

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activities.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Supply Chain support Principles

Process Identifier: 1.2.4.1.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define supply chain support principles for the operational organization providing supply
chain management support.

Extended Description
Define Supply chain Support Principles processes define principles for service levels and
quality levels on existing supply chain process or when operational challenges are
introduced by new resource introduction

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Define Supply chain support Policies

Process Identifier: 1.2.4.1.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define supply chain support policies for the operational organization providing supply
chain management support.

Extended Description
Define Supply chain Support Policies processes define policies for service levels and
quality levels on existing supply chain process change or when operational challenges
are introduced by new resource introduction.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Supply Chain Support performance standards

Process Identifier: 1.2.4.1.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Define supply chain support performance standards for the operational organization
providing supply chain management support.

Extended Description
These processes define the targets, and operational requirements, in this changing
environment. The required performance standards are driven by competitive response
expectations, internal process and technology capabilities and competitive offerings.
These processes also provide the feedback point from analyses undertaken in the
Supplier/Partner Relationship Management process to determine bottlenecks and
problems associated with existing supply chain operational support and management
activities.A major input to these processes arises from the Gather & Analyze Service
Information processes, and from the product portfolio, resource strategy and market
strategy processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.1.4 Produce Supply Chain Business

Plans

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Figure 262. Produce Supply Chain Business Plans decomposition into level 4 processes

Produce Supply Chain Business Plans

Process Identifier: 1.2.4.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop and deliver annual and multi-year supply chain business plans in support of
delivery and sourcing for services, products and offers

Extended Description
The Produce Supply Chain Business Plans processes develop and deliver annual and
multi-year supply chain business plans in support of delivery and sourcing for resources,
services, products and outsourced capabilities that include supply chain improvement
forecasts, negotiation for required levels of resources, gaining supply chain development
and management, as well as supply chain commitment and executive approval for the
plans. The product portfolio business plans, service business plans and resource
business plans provide a primary source of obtaining a view on forecasts within the
supply chain.
These processes identify alternative sourcing opportunities within the supply chain for
critical items in the event of unforeseen events causing disruption. Note that the actual
business continuity plans are developed within the processes defined by the Business
Continuity Management process in Enterprise Management.
Forecasting of commercial transaction volumes and sourcing demand, and capturing of
new approaches, are both essential to ensure that the enterprise can implement the
supply chain capabilities and capacity necessary for the future sourcing needs to support
customers and potential customers.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Develop & Deliver annual/multi year supply chain business plans

Process Identifier: 1.2.4.1.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
develop and deliver annual and multi-year supply chain plans, negotiations,approvals ,
supply chain development and management

Extended Description
Develop & Deliver annual/multi year supply chain business plans focus on developing
and delivering annual and multi-year supply chain plans in support of delivery and
sourcing for resources, services,products and outsourced capabilities that include supply
chain improvement forecast, negotiation for required levels of resources, gaining supply
chain development and management, as well as supply chain commitment and executive
approval for the plans.The product portfolio business plans, service buisness plans and
resource business plans provide a primary source of obtaining a view on forecasts with
supply chain

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Forecast commercial transaction volumes and sourcing demand

Process Identifier: 1.2.4.1.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Forecast commercial transaction volumes and sourcing demandm and capture new
approaches for sourcing needs for new /existing customers

Extended Description
Forecast commercial transaction volumes and sourcing demand processes focus on
forecasting of commercial transaction volumes and sourcing demand, and capturing of
new approaches, these are esstential to ensure that the enterprise can implement the
supply chain capabilities and capacity necessary for the future souricng needs to support
customers and potential customers.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Indentify alternative sourcing oppurtunities

Process Identifier: 1.2.4.1.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify alternative sourcing oppurtunities with in supply chain for critical items

Extended Description
Indentify alternative sourcing oppurtunities processes look for alternative sourcing
opportunities with in the supply chain for critical items in the event of unforseen events
causing disruption.Actual plan are developed within the process defined by the Business
Continuity Management Process in Enterprise Management.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.1.5 Gain Enterprise Commitment to

Supply Chain Plans

Figure 263. Gain Enterprise Commitment to Supply Chain Plans decomposition into level 4 processes

Gain Enterprise Commitment to Supply Chain Plans

Process Identifier: 1.2.4.1.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain enterprise commitment to the supply chain sourcing strategy and business plans.

Extended Description
The Gain Enterprise Commitment to Supply Chain Plans processes gain enterprise
commitment to the supply chain sourcing strategy and business plans. These processes

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include all aspects of identification of stakeholders and negotiation to gain stakeholder

approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Stakeholders to supply chain sourcing strategy and business plans

Process Identifier: 1.2.4.1.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Identify stakeholders of supply chain sourcing strategy and business plans

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Gain supply chain sourcing strategy and business plans Stakeholders approval

Process Identifier: 1.2.4.1.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Negotiate & gain stakeholder approval for supply chain sourcing strategy and
businessPlans

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Enterprise Commitment to supply chain sourcing strategy and business plans

Process Identifier: 1.2.4.1.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain Enterprise commitment to the supply chain sourcing strategy and business plans

Extended Description
Not used for this process element

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.2 Supply Chain Capability Delivery

Figure 264. Supply Chain Capability Delivery decomposition into level 3 processes

Supply Chain Capability Delivery

Process Identifier: 1.2.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Manage the evaluation of new supplier/partners, to determine those with the products that
best meet the enterprise’s needs.

Extended Description
Supply Chain Capability Delivery processes manage the evaluation of new
supplier/partners, to determine those with the goods and services that best meet the
enterprise’s needs. These processes also initiate and complete business agreements
with the supply chain, to allow the delivery of business and technical capabilities required
by the enterprise. For example, through these processes, the enterprise might contract
with a supplier of a Third-generation Mobile Network and put in place links between the IT
Systems of the Supplier and the enterprise, ready to allow specific processes and
products to be developed. Another example might be contracts for the supply of personal
computers or office supplies for the enterprise. Supply Chain Capability Delivery
processes manage the sourcing of infrastructure components, consumables, etc required
to support the capability requirements of the enterprise, evaluate and select new
supplier/partners, and establish commercial arrangements with selected
suppliers/partners. The processes manage the specific evaluation of new
supplier/partners to determine those with the best capabilities to meet the enterprise’s
specific needs (for infrastructure, consumables, etc), and establish commercial
arrangements with selected suppliers/partners. These processes manage the activities
associated with developing tender documents, running tender processes, gaining
enterprise agreement to tender decisions, and negotiating commercial arrangements as a
result of the tender decisions.
On completion of the contract arrangements, these processes can manage supply of the
contracted goods and services (infrastructure, consumables, etc) or can ensure that other
processes are able to make requisitions against the contract (e.g. during Fulfillment),
according to the appropriate policy and practices of the enterprise. Managing supply
includes tracking of the goods and services to be supplied, interaction with the
Supplier/partner over any delays or problems, and acceptance on completion of the
supply.

These processes are also responsible for the establishment of commercial agreements
between the enterprise and external parties/providers on B2B frameworks and
interactions.
The tender process for the sourcing activity can be used not only for managing the
sourcing of infrastructure of various types, but is also applicable for use in outsourcing
tender processes, and for the sourcing of commodity items used within a business. The
actual depth to which the sourcing process is used is dependent on such factors as the
value of the sourced items. Note that these processes can also be used for the
negotiated agreements between the enterprise and its competitors as a part of regulated
inter-carrier agreements. While tender processes are not used in such a case, the
processes for determining appropriate commercial arrangements and for gaining
enterprise agreement are used for these regulated and competitive activities.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine the Sourcing Requirements

Process Identifier: 1.2.4.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the collection and finalization of the specific requirements to be achieved from
the sourcing process

Extended Description
The Determine the Sourcing Requirements processes manage the collection and
finalization of the specific requirements to be achieved from the sourcing process
including a chronological timetable for anticipated sourcing activities. These requirements
take into account the required functional, technical and/or operational specifications
produced by the area seeking the sourcing activity and assuring that appropriately
aligned commercial aspects (such as special commercial terms, tender timing, cost
parameters, etc.) are catered for. The requirements will be determined from the
requirements specified in the various business or investment proposals, and any
subsequent detailed specifications developed as a part of the architecture design activity,
within the product, market, service or resource capability delivery processes. The actual
range of requirements are dependent on the needs of the sourcing initiator, but are likely
to include, at a minimum, technical, operational, training and specific supplier support
requirements.
The Supply Chain Strategy and Planning processes will also provide a set of enterprise
level requirements that the sourcing process will need to satisfy.
The processes include any cross-enterprise coordination and management functions to
ensure that the requirements meets the needs of all stakeholders

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine Potential Suppliers/Partners

Process Identifier: 1.2.4.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Determine the appropriate short list of suppliers to meet the specific enterprise
requirements

Extended Description
The Determine Potential Suppliers/Partners processes determine the appropriate short
list of suppliers to meet the specific enterprise requirements (for example, expected
technical capability, anticipated delivery timeframes, anticipated costs, etc..). The
processes provide detailed analysis of potential partners/suppliers, leveraging information
available from the Gather & Analyze Supply Chain Information processes, as well as
other specific inputs available from within the enterprise, or from external supplier
research organizations at the specific time the need arises.
The processes include any cross-enterprise coordination and management functions to
ensure that the selected short list meets the needs of all stakeholders

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Manage the Tender Process

Process Identifier: 1.2.4.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage and administer the mechanics of the tender process

Extended Description
The Manage the Tender Process processes manage and administer the mechanics of the
tender process. The processes determine the engagement interactions with potential
suppliers/partners, the timing of the process, bring together the commercial and functional
requirements into the tender documentation, the analysis and scoring mechanisms for
tender analysis based on the functional, technical, operational and commercial
requirements, and manage the tender analysis team engagement approach.
These processes are invoked by the S/P Requisition Management processes in the event
that the requisition process requires a tender to select between previously contracted
suppliers.
These processes also manage the analysis of the strategic sourcing factors used at the
commencement of the process including the industry and competitive analysis, and a
determination of the minimum acceptable outcomes from the sourcing process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Tender Decision Approval

Process Identifier: 1.2.4.2.4

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Capture all activities required to develop and gain necessary approval for investment
proposals to develop and deliver the required resource capabilities

Extended Description
The Gain Tender Decision Approval processes capture all activities required to provide
management oversight on the tender process and gain approval for the sourcing decision
and supplier/partner selection. These processes cover the establishment of any tender
selection boards, the reporting processes and timetables, and the final approval of the
tender decisions.
The processes include any cross-enterprise coordination and management functions to
ensure that the tender decisions are supported by all stakeholders

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Negotiate Commercial Arrangements

Process Identifier: 1.2.4.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the commercial negotiations between the enterprise negotiation team and the
selected supplier/partner, or with competitors in a regulated market

Extended Description

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The Negotiate Commercial Arrangements processes manage the commercial

negotiations between the enterprise negotiation team and the selected supplier/partner,
or with competitors in a regulated market. These processes manage the establishment of
the commercial negotiating strategy, and the determination of the negotiating parameters.
The processes also manage the negotiating timetables and determination of the
enterprise negotiating team.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Gain Approval for Commercial Arrangements

Process Identifier: 1.2.4.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain enterprise commitment to the negotiated commercial arrangements, and provide
authorization to sign commercial agreements

Extended Description
The Gain Approval for Commercial Arrangements processes gain enterprise commitment
to the negotiated commercial arrangements, and provide authorization to sign commercial
agreements. These processes include all aspects of identification of stakeholders and
regular reporting to gain stakeholder approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.2.1 Determine the Sourcing

Requirements

Figure 265. Determine the Sourcing Requirements decomposition into level 4 processes

Determine the Sourcing Requirements

Process Identifier: 1.2.4.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the collection and finalization of the specific requirements to be achieved from
the sourcing process

Extended Description
The Determine the Sourcing Requirements processes manage the collection and
finalization of the specific requirements to be achieved from the sourcing process

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including a chronological timetable for anticipated sourcing activities. These requirements

take into account the required functional, technical and/or operational specifications
produced by the area seeking the sourcing activity and assuring that appropriately
aligned commercial aspects (such as special commercial terms, tender timing, cost
parameters, etc.) are catered for. The requirements will be determined from the
requirements specified in the various business or investment proposals, and any
subsequent detailed specifications developed as a part of the architecture design activity,
within the product, market, service or resource capability delivery processes. The actual
range of requirements are dependent on the needs of the sourcing initiator, but are likely
to include, at a minimum, technical, operational, training and specific supplier support
requirements.
The Supply Chain Strategy and Planning processes will also provide a set of enterprise
level requirements that the sourcing process will need to satisfy.
The processes include any cross-enterprise coordination and management functions to
ensure that the requirements meets the needs of all stakeholders

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Capture Sourcing Requirements

Process Identifier: 1.2.4.2.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the collection of the specific requirements and timetable to be
achieved from the sourcing process. These requirements take into account the required
functional, technical and/or operational specifications produced by the area seeking the
sourcing activity and assuring that appropriately aligned commercial aspects (such as
special commercial terms, tender timing, cost parameters, etc.) are catered for. The
requirements will be determined from the requirements specified in the various business
or investment proposals, and any subsequent detailed specifications developed as a part
of the architecture design activity, within the product, market, service or resource
capability delivery processes. The actual range of requirements are dependent on the

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needs of the sourcing initiator, but are likely to include, at a minimum, technical,
operational, training and specific supplier support requirements.detailed analysis of new
resource requirements linked to relevant geographic distributions. These processes also
establish the detailed performance requirements. These processes take the forecast
information available from the Produce Resource Business Plans and requirements
information from the Map & Analyze Service Requirements processes, as well as
resource infrastructure requirements developed by the Develop Detailed Resource
Specifications processes, to establish detailed views of anticipated resource demand and
performance requirements.
These processes manage the capacity planning for the resource infrastructure, and
identify capacity requirements based on service forecasts and appropriate resource
related metrics, i.e., transaction volumes, storage requirements, traffic volumes, port
availabilities, etc. The Supply Chain Strategy and Planning processes will also provide a
set of enterprise level requirements that the sourcing process will need to satisfy.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Finalize Sourcing Requirements

Process Identifier: 1.2.4.2.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the finalization of the specific requirements to be achieved
from the sourcing process including a chronological timetable for anticipated sourcing
activities. The processes include any cross-enterprise coordination and management
functions to ensure that the demand distributions capture the needs of all stakeholders.

Extended Description

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Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.2.2 Determine Potential

Suppliers/Partners

Figure 266. Determine Potential Suppliers/Partners decomposition into level 4 processes

Determine Potential Suppliers/Partners

Process Identifier: 1.2.4.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Determine the appropriate short list of suppliers to meet the specific enterprise
requirements

Extended Description
The Determine Potential Suppliers/Partners processes determine the appropriate short
list of suppliers to meet the specific enterprise requirements (for example, expected
technical capability, anticipated delivery timeframes, anticipated costs, etc..). The
processes provide detailed analysis of potential partners/suppliers, leveraging information
available from the Gather & Analyze Supply Chain Information processes, as well as
other specific inputs available from within the enterprise, or from external supplier
research organizations at the specific time the need arises.
The processes include any cross-enterprise coordination and management functions to
ensure that the selected short list meets the needs of all stakeholders

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze Potential Suppliers/Partners

Process Identifier: 1.2.4.2.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes provide detailed analysis of potential partners/suppliers, leveraging
information available from the Gather & Analyze Supply Chain Information processes, as
well as other specific inputs available from within the enterprise, or from external supplier
research organizations at the specific time the need arises.

Extended Description

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Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Short List Potential Suppliers/Partners

Process Identifier: 1.2.4.2.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes specify the appropriate short list of suppliers, based on the availlable
analysis of potential partners/suppliers, to meet the specific enterprise requirements (for
example, expected technical capability, anticipated delivery timeframes, anticipated costs,
etc..).

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

1.2.4.2.3 Manage the Tender Process

Figure 267. Manage the Tender Process decomposition into level 4 processes

Manage the Tender Process

Process Identifier: 1.2.4.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage and administer the mechanics of the tender process

Extended Description
The Manage the Tender Process processes manage and administer the mechanics of the
tender process. The processes determine the engagement interactions with potential
suppliers/partners, the timing of the process, bring together the commercial and functional
requirements into the tender documentation, the analysis and scoring mechanisms for
tender analysis based on the functional, technical, operational and commercial
requirements, and manage the tender analysis team engagement approach.

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These processes are invoked by the S/P Requisition Management processes in the event
that the requisition process requires a tender to select between previously contracted
suppliers.
These processes also manage the analysis of the strategic sourcing factors used at the
commencement of the process including the industry and competitive analysis, and a
determination of the minimum acceptable outcomes from the sourcing process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Specify the Tender Process

Process Identifier: 1.2.4.2.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes determine the engagement interactions with potential
suppliers/partners, the timing of the process, bring together the commercial and functional
requirements into the tender documentation, the analysis and scoring mechanisms for
tender analysis based on the functional, technical, operational and commercial
requirements.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Administer the Tender Process

Process Identifier: 1.2.4.2.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the tender analysis team engagement approach.
These processes are invoked by the S/P Requisition Management processes in the event
that the requisition process requires a tender to select between previously contracted
suppliers.
These processes also manage the analysis of the strategic sourcing factors used at the
commencement of the process including the industry and competitive analysis, and a
determination of the minimum acceptable outcomes from the sourcing process.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.2.4.2.4 Gain Tender Decision Approval

Figure 268. Gain Tender Decision Approval decomposition into level 4 processes

Provide Management Oversight on Tenders

Process Identifier: 1.2.4.2.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes capture all activities required to provide management oversight on the
tender process. These processes cover the establishment of any tender selection boards,
the reporting processes and timetables

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Gain Tender Decision Approval

Process Identifier: 1.2.4.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Capture all activities required to develop and gain necessary approval for investment
proposals to develop and deliver the required resource capabilities

Extended Description
The Gain Tender Decision Approval processes capture all activities required to provide
management oversight on the tender process and gain approval for the sourcing decision
and supplier/partner selection. These processes cover the establishment of any tender
selection boards, the reporting processes and timetables, and the final approval of the
tender decisions.
The processes include any cross-enterprise coordination and management functions to
ensure that the tender decisions are supported by all stakeholders

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Approve Tender Decisions

Process Identifier: 1.2.4.2.4.2

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes capture all activities required to gain approval for the sourcing decision
and supplier/partner selection, including final approval of the tender decisions.

Extended Description
Not used for this process element

Explanatory
The processes include any cross-enterprise coordination and management functions to
ensure that the tender decisions are supported by all stakeholders

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.2.5 Negotiate Commercial

Arrangements

Figure 269. Negotiate Commercial Arrangements decomposition into level 4 processes

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Negotiate Commercial Arrangements

Process Identifier: 1.2.4.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the commercial negotiations between the enterprise negotiation team and the
selected supplier/partner, or with competitors in a regulated market

Extended Description
The Negotiate Commercial Arrangements processes manage the commercial
negotiations between the enterprise negotiation team and the selected supplier/partner,
or with competitors in a regulated market. These processes manage the establishment of
the commercial negotiating strategy, and the determination of the negotiating parameters.
The processes also manage the negotiating timetables and determination of the
enterprise negotiating team.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Negotiating Strategy

Process Identifier: 1.2.4.2.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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These processes manage the establishment of the commercial negotiating strategy, and
the determination of the negotiating parameters. The processes also manage the
negotiating timetables and determination of the enterprise negotiating team.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Negotiations

Process Identifier: 1.2.4.2.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes manage the commercial negotiations between the enterprise
negotiation team and the selected supplier/partner, or with competitors in a regulated
market.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.2.4.2.6 Gain Approval for Commercial

Arrangements

Figure 270. Gain Approval for Commercial Arrangements decomposition into level 4 processes

Gain Approval for Commercial Arrangements

Process Identifier: 1.2.4.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Gain enterprise commitment to the negotiated commercial arrangements, and provide
authorization to sign commercial agreements

Extended Description
The Gain Approval for Commercial Arrangements processes gain enterprise commitment
to the negotiated commercial arrangements, and provide authorization to sign commercial
agreements. These processes include all aspects of identification of stakeholders and

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regular reporting to gain stakeholder approval.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify & Report to Stakeholders

Process Identifier: 1.2.4.2.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes include all aspects of identification of stakeholders and regular reporting
to gain stakeholder approval.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Commit & Approve Cmmercial Arrangements

Process Identifier: 1.2.4.2.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Theae processes gain enterprise commitment to the negotiated commercial
arrangements, and provide authorization to sign commercial agreements.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.3 Supply Chain Development &

Change Management

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Figure 271. Supply Chain Development & Change Management decomposition into level 3 processes

Manage Supplier/Partner Engagement

Process Identifier: 1.2.4.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and manage the on-going processes to support the commercial, strategic,
delivery and operational interactions between the enterprise and supplier/partner

Extended Description
The Manage Supplier/Partner Engagement processes establish and manage the on-
going processes to support the commercial, strategic, delivery and operational
interactions between the enterprise and supplier/partner. They monitor, review and agree
changes to the commercial, strategic and operational interaction processes to improve
their effectiveness.
These processes oversight and administer any agreed joint management and/or process
improvement activities between the enterprise and the supplier/partner. These joint
activities could include operations monitoring and management, project related build and
implementation activities, joint strategic management meetings, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Supply Chain Development & Change Management

Process Identifier: 1.2.4.3

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Support the development of a supply chain, to support S/P product catalogue extension
or modification.

Extended Description
Supply Chain Development & Change Management processes support the development
of a supply chain, to support service catalogue extension or modification. New suppliers
may be required to broaden the services a service provider offers its customers, to
improve performance, for outsourcing and out-tasking requirements, etc. These project-
oriented processes identify new suppliers or partners, develop agreements and
implement with the supplier or partner. In addition, these processes drive automation and
change management for the supply chain. e.g. new/modified processes and IT
applications may be needed so that Mobile Number Portability can be for Third-
generation Mobiles can be offered. Supply Chain Development & Change Management
processes manage the on-going commercial arrangements and processes between the
enterprise and the selected supplier/partner, and manage the periodic agreement on
specifications for deliverables within the context of the negotiated commercial agreement.
These processes recognize that the initial commercial arrangements may need to be
varied over the course of the commercial agreement and manage the processes which
deliver this commercial variation. These processes also manage regular agreement
between the enterprise and the supplier/partner on product deliverables, their
specification, pricing and delivery timetable.
In addition the end-end commercial, delivery and operational processes between the
enterprise and supplier/partner need to be monitored, reviewed and changed to improve
their effectiveness.
These processes particularly apply when the commercial arrangements between the two
parties exist over an extended period, and the commercial agreement allows for the on-
going specification of deliverables within the period of the commercial agreement.
Shorter-term commercial agreements are unlikely to require the comprehensive level of
commercial administration that these processes bring (but note that S/P Support &
Readiness processes may have a role in this case).

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Manage Supply Chain Contract Variation

Process Identifier: 1.2.4.3.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage changes to the commercial terms of a contract during its term of agreement

Extended Description
The Manage Supply Chain Contract Variation processes manage changes to the
commercial terms of a contract during its term of agreement. Variations can occur to the
commercial terms themselves (i.e. prices), or to the technical, functional and operational
specifications on which the contract was agreed. In addition, changes can occur to the list
of items (modification, expansion or reduction) within the contract upon which the SPRM
operational processes can place orders. These processes manage all activities which
result in a joint commercial agreement to vary the terms of the original negotiated
agreement.
In addition, these processes also manage any agreements between the enterprise and
the supplier/partner of “within agreement” product volumes, their specification, pricing and
delivery timetable.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Supplier/Partner Termination

Process Identifier: 1.2.4.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Manage the removal of current suppliers and partners from the enterprises supply chain.

Extended Description
The Manage Supplier/Partner Termination processes manage the removal of current
suppliers and partners from the enterprises supply chain, based on the continued
inadequate performance based on monitoring and analysis performed by the
Supplier/Partner Performance Management processes, and unsuccessful resolution
through Manage Supplier/Partner Engagement processes.
In the event that new suppliers or partners need to be established to replace the
terminated supplier/partner the Supply Chain Capability Delivery processes should be
used.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Establish Supplier/ Partner Agreement

Process Identifier: 1.2.4.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish an Agreement between the Enterprise and the Supplier/Partner for a particular
Product for which the Enterprise and the S/P get into an out-sourcing agreement.
The S/P makes the outsourced resources available to the enterprise as products in the
S/P catalog.
This process element defines the commercial terms and conditions and requirements for
the Product to comply with the technical / operational specifications defined in the S/P
catalog.

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This process can be applied with other similar processes, for example, the S/P
Requisition Management, where the process to manage the implementation of the
established Agreement is addressed.

Extended Description
Establish an Agreement between the Enterprise and the Supplier/Partner for a particular
Product for which the Enterprise and the S/P get into an out-sourcing agreement.
The S/P makes the outsourced resources available to the enterprise as products in the
S/P catalog.
This process element defines the commercial terms and conditions and requirements for
the Product to comply with the technical / operational specifications defined in the S/P
catalog.
This process can be applied with other similar processes, for example, the S/P
Requisition Management, where the process to manage the implementation of the
established Agreement is addressed.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Terminate Supplier/ Partner Agreement

Process Identifier: 1.2.4.3.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Terminate an agreement between the enterprise and the Supplier/Partner for a particular
Product for which the enterprise and the S/P were in an out-sourcing agreement.
This process does not terminate the entire relationship (which is handled by the Manage
S/P Termination process), but just the agreement for a particular product.
The process supports activities that cease the enterprise from offering any
products/services to its customers that depend on the out-sourced S/P resources.

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This Process also triggers any commercial settlements for this particular Agreement, the
off-boarding of the specifications from the enterprise catalog and the recovery of the
resources into the S/P inventory.
When the “Manage Supplier/Partner Termination” process is invoked, this automatically
terminates all Agreements and therefore this process will be invoked for each of the
Product Agreements

Extended Description
Terminate an agreement between the enterprise and the Supplier/Partner for a particular
Product for which the enterprise and the S/P were in an out-sourcing agreement.
This process does not terminate the entire relationship (which is handled by the Manage
S/P Termination process), but just the agreement for a particular product.
The process supports activities that cease the enterprise from offering any
products/services to its customers that depend on the out-sourced S/P resources.
This Process also triggers any commercial settlements for this particular Agreement, the
off-boarding of the specifications from the enterprise catalog and the recovery of the
resources into the S/P inventory.
When the “Manage Supplier/Partner Termination” process is invoked, this automatically
terminates all Agreements and therefore this process will be invoked for each of the
Product Agreements

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.3.1 Manage Supplier/Partner

Engagement

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Figure 272. Manage Supplier/Partner Engagement decomposition into level 4 processes

Manage Supplier/Partner Engagement

Process Identifier: 1.2.4.3.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and manage the on-going processes to support the commercial, strategic,
delivery and operational interactions between the enterprise and supplier/partner

Extended Description
The Manage Supplier/Partner Engagement processes establish and manage the on-
going processes to support the commercial, strategic, delivery and operational
interactions between the enterprise and supplier/partner. They monitor, review and agree
changes to the commercial, strategic and operational interaction processes to improve
their effectiveness.
These processes oversight and administer any agreed joint management and/or process
improvement activities between the enterprise and the supplier/partner. These joint
activities could include operations monitoring and management, project related build and
implementation activities, joint strategic management meetings, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Supplier/Partner Engagement

Process Identifier: 1.2.4.3.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes monitor changes to the commercial, strategic and operational
interaction processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Review Supplier/Partner Engagement

Process Identifier: 1.2.4.3.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
These processes review changes to the commercial, strategic and operational interaction
processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Approve Supplier/Partner Engagement

Process Identifier: 1.2.4.3.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
These processes approve changes to the commercial, strategic and operational
interaction processes.

Extended Description
Not used for this process element

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.2.4.4 S/P (sourced) Capability

Development & Retirement

Figure 273. S/P (sourced) Capability Development & Retirement decomposition into level 3 processes

On-board Supplier/ Partner Capability

Process Identifier: 1.2.4.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process element supports the process for on-boarding a capability. This capability
may e.g. be associated with a product offering (capability to order a product offering) or a
product specification (capability to fulfill a product specification).
By using the on-boarded specifications, this Process allows the enterprise to create new
product offerings that leverage its own products as well as the acquired product.
The specifications for the Product in S/P catalog may be from a wholesaler’s perspective,
while the specification in the enterprise’s catalog may be from a retailer’s perspective,
therefore this process should support any transformation of the specification from the S/P
perspective to the Enterprise’s perspective.

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This Process is initially invoked after the Agreement for a particular Product has been
established. It is also invoked when modifications to the Product specifications are
implemented by the S/P in accordance with the terms and conditions and the process to
manage the Variance of the Contract.

Extended Description
This process element supports the process for on-boarding a capability. This capability
may e.g. be associated with a product offering (capability to order a product offering) or a
product specification (capability to fulfill a product specification).
By using the on-boarded specifications, this Process allows the enterprise to create new
product offerings that leverage its own products as well as the acquired product.
The specifications for the Product in S/P catalog may be from a wholesaler’s perspective,
while the specification in the enterprise’s catalog may be from a retailer’s perspective,
therefore this process should support any transformation of the specification from the S/P
perspective to the Enterprise’s perspective.
This Process is initially invoked after the Agreement for a particular Product has been
established. It is also invoked when modifications to the Product specifications are
implemented by the S/P in accordance with the terms and conditions and the process to
manage the Variance of the Contract.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

S/P (sourced) Capability Development & Retirement

Process Identifier: 1.2.4.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process element supports the management of the lifecycle of (business) capabilities
that are source from external suppliers or partners.

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Lifecycle activities can be (but or not limited) to on-boarding and off-boarding of

capabilities sources from a supplier/partner that a required to facilitate the business
model of the enterprise.

Extended Description
This process element supports the management of the lifecycle of (business) capabilities
that are source from external suppliers or partners.
Lifecycle activities can be (but or not limited) to on-boarding and off-boarding of
capabilities sources from a supplier/partner that a required to facilitate the business
model of the enterprise.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Off-board Supplier/ Partner Capability

Process Identifier: 1.2.4.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process element supports the process for off-boarding a S/P capability, when the
Agreement for this product is terminated.
The process supports the retiring of capabilities that might be associated with product
offerings and product specifications offered by the enterprise that were dependent on the
S/P capabilities.
This Process should support the gradual off-boarding of the capabilties and by the
enterprise, to allow enough time to account for any contractual obligations of the
enterprise with its customers, but without violating the terms and conditions with the S/P.

Extended Description

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This process element supports the process for off-boarding a S/P capability, when the
Agreement for this product is terminated.
The process supports the retiring of capabilities that might be associated with product
offerings and product specifications offered by the enterprise that were dependent on the
S/P capabilities.
This Process should support the gradual off-boarding of the capabilties and by the
enterprise, to allow enough time to account for any contractual obligations of the
enterprise with its customers, but without violating the terms and conditions with the S/P.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.4.1 On-board Supplier/ Partner

Capability

Figure 274. On-board Supplier/ Partner Capability decomposition into level 4 processes

On-Board S/P Product Offering

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Process Identifier: 1.2.4.4.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process element supports the process for on-boarding the Product Offering from the
S/P catalog to the enterprise’s (buyer’s) Product Offering Inventory.

Extended Description
This process element supports the process for on-boarding the Product Offering from the
S/P catalog to the enterprise’s (buyer’s) Product Offering Inventory.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

On-board Supplier/ Partner Capability

Process Identifier: 1.2.4.4.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process element supports the process for on-boarding a capability. This capability
may e.g. be associated with a product offering (capability to order a product offering) or a
product specification (capability to fulfill a product specification).
By using the on-boarded specifications, this Process allows the enterprise to create new
product offerings that leverage its own products as well as the acquired product.
The specifications for the Product in S/P catalog may be from a wholesaler’s perspective,
while the specification in the enterprise’s catalog may be from a retailer’s perspective,

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therefore this process should support any transformation of the specification from the S/P
perspective to the Enterprise’s perspective.
This Process is initially invoked after the Agreement for a particular Product has been
established. It is also invoked when modifications to the Product specifications are
implemented by the S/P in accordance with the terms and conditions and the process to
manage the Variance of the Contract.

Extended Description
This process element supports the process for on-boarding a capability. This capability
may e.g. be associated with a product offering (capability to order a product offering) or a
product specification (capability to fulfill a product specification).
By using the on-boarded specifications, this Process allows the enterprise to create new
product offerings that leverage its own products as well as the acquired product.
The specifications for the Product in S/P catalog may be from a wholesaler’s perspective,
while the specification in the enterprise’s catalog may be from a retailer’s perspective,
therefore this process should support any transformation of the specification from the S/P
perspective to the Enterprise’s perspective.
This Process is initially invoked after the Agreement for a particular Product has been
established. It is also invoked when modifications to the Product specifications are
implemented by the S/P in accordance with the terms and conditions and the process to
manage the Variance of the Contract.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

On-Board S/P Product Specification

Process Identifier: 1.2.4.4.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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This process element supports the process for on-boarding the specifications of the
Product from the S/P catalog to the enterprise’s (buyer’s) catalog.
By using the on-boarded specifications, this Process allows the enterprise to create new
product offerings that leverage its own products as well as the acquired product.
The specifications for the Product in S/P catalog may be from a wholesaler’s perspective,
while the specification in the enterprise’s catalog may be from a retailer’s perspective,
therefore this process should support any transformation of the specification from the S/P
perspective to the Enterprise’s perspective.
This Process is initially invoked after the Agreement for a particular Product has been
established. It is also invoked when modifications to the Product specifications are
implemented by the S/P in accordance with the terms and conditions and the process to
manage the Variance of the Contract.

Extended Description
This process element supports the process for on-boarding the specifications of the
Product from the S/P catalog to the enterprise’s (buyer’s) catalog.
By using the on-boarded specifications, this Process allows the enterprise to create new
product offerings that leverage its own products as well as the acquired product.
The specifications for the Product in S/P catalog may be from a wholesaler’s perspective,
while the specification in the enterprise’s catalog may be from a retailer’s perspective,
therefore this process should support any transformation of the specification from the S/P
perspective to the Enterprise’s perspective.
This Process is initially invoked after the Agreement for a particular Product has been
established. It is also invoked when modifications to the Product specifications are
implemented by the S/P in accordance with the terms and conditions and the process to
manage the Variance of the Contract.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.2.4.4.2 Off-board Supplier/ Partner

Capability

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Figure 275. Off-board Supplier/ Partner Capability decomposition into level 4 processes

Off-Board S/P Product Offering

Process Identifier: 1.2.4.4.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process element supports the process for off-boarding of the Product Offering from
the enterprise (buyer’s) Product Offering Inventory when the Agreement for this product is
terminated

Extended Description
This process element supports the process for off-boarding of the Product Offering from
the enterprise (buyer’s) Product Offering Inventory when the Agreement for this product is
terminated

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Off-board Supplier/ Partner Capability

Process Identifier: 1.2.4.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process element supports the process for off-boarding a S/P capability, when the
Agreement for this product is terminated.
The process supports the retiring of capabilities that might be associated with product
offerings and product specifications offered by the enterprise that were dependent on the
S/P capabilities.
This Process should support the gradual off-boarding of the capabilties and by the
enterprise, to allow enough time to account for any contractual obligations of the
enterprise with its customers, but without violating the terms and conditions with the S/P.

Extended Description
This process element supports the process for off-boarding a S/P capability, when the
Agreement for this product is terminated.
The process supports the retiring of capabilities that might be associated with product
offerings and product specifications offered by the enterprise that were dependent on the
S/P capabilities.
This Process should support the gradual off-boarding of the capabilties and by the
enterprise, to allow enough time to account for any contractual obligations of the
enterprise with its customers, but without violating the terms and conditions with the S/P.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Off-Board S/P Product Specification

Process Identifier: 1.2.4.4.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
This process element supports the process for off-boarding the specifications of the
Product from the enterprise (buyer’s) catalog when the Agreement for this product is
terminated
The process supports the retiring of the products and services offered by the enterprise
that were dependent on the S/P resources, and making the required updates to the
enterprise’s catalog, such that products that had a dependency on these specifications
are no longer offered from the Catalog.
This Process should support the gradual off-boarding of the specifications and retirement
of the products by the enterprise, to allow enough time to account for any contractual
obligations of the enterprise with its customers, but without violating the terms and
conditions with the S/P

Extended Description
This process element supports the process for off-boarding the specifications of the
Product from the enterprise (buyer’s) catalog when the Agreement for this product is
terminated
The process supports the retiring of the products and services offered by the enterprise
that were dependent on the S/P resources, and making the required updates to the
enterprise’s catalog, such that products that had a dependency on these specifications
are no longer offered from the Catalog.
This Process should support the gradual off-boarding of the specifications and retirement
of the products by the enterprise, to allow enough time to account for any contractual
obligations of the enterprise with its customers, but without violating the terms and
conditions with the S/P

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

1.3.1.1 Strategic Business Planning

Figure 276. Strategic Business Planning decomposition into level 3 processes

Strategic Business Planning

Process Identifier: 1.3.1.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Provide strategic business direction to the enterprise.

Extended Description
Strategic Business Planning processes provide strategic business direction to the
enterprise. These processes encompass all of the functions required to provide strategic
business direction to the enterprise, to create actionable plans based on the business
strategy and to provide high-level program management of their implementation.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Provide Strategic Business Direction

Process Identifier: 1.3.1.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provide strategic business direction to the enterprise

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Creat Actionable Strategy

Process Identifier: 1.3.1.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
create actionable plans based on the business strategy

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Program-manage Strategy Implementation

Process Identifier: 1.3.1.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provide high-level program management of strategic business plan implementation.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.3.1.2 Business Development

Figure 277. Business Development decomposition into level 3 processes

Business Development

Process Identifier: 1.3.1.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Broaden the scope of the enterprise activities through expansion, or sharpening of the
enterprise’s focus through divestment or outsourcing of non-critical activities.

Extended Description
Business Development processes develop concepts for new revenue streams,
diversification of revenue streams and focusing or broadening of the customer base via
investigating new markets, as well as different products and services for the enterprise.
The focus is on broadening the scope of the enterprise activities through expansion, or
sharpening the enterprise focus through divestment or outsourcing of non-critical
activities. The Marketing & Offer Management processes are responsible for the
development of markets and products within the existing scope of the enterprise.

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Business Development processes understand what processes are critical to the identity
of the enterprise as priority processes and look for higher quality and lower cost solutions
for these high priority processes. In many cases, these processes would identify the
opportunity for a ‘surgical’ outsourcing of a function or process that is not a priority of the
enterprise, or is a process the enterprise cannot deliver at competitive benchmarks.
Business Development processes are closely related to Strategic Planning. To realize
certain enterprise strategies, Business Development processes manage investigation of
potential merger and acquisition options and facilitate negotiation and implementation of
mergers or acquisitions.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Concepts for Revenue Streams

Process Identifier: 1.3.1.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
develop concepts for new revenue streams, and diversification of revenue streams. The
focus is on broadening the scope of the enterprise activities through expansion, or
sharpening the enterprise focus through divestment or outsourcing of non-critical
activities. The Marketing & Offer Management processes are responsible for the
development of markets and products within the existing scope of the enterprise.
Business Development processes understand what processes are critical to the identity
of the enterprise as priority processes and look for higher quality and lower cost solutions
for these high priority processes. Business Development processes are closely related to
Strategic Planning.

Extended Description
Not used for this process element.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Focus or Broaden Customer Base

Process Identifier: 1.3.1.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
focus or broaden the customer base via investigating new markets, as well as different
products and services for the enterprise. The focus is on broadening the scope of the
enterprise activities through expansion, or sharpening the enterprise focus through
divestment or outsourcing of non-critical activities. The Marketing & Offer Management
processes are responsible for the development of markets and products within the
existing scope of the enterprise. Business Development processes understand what
processes are critical to the identity of the enterprise as priority processes and look for
higher quality and lower cost solutions for these high priority processes. Business
Development processes are closely related to Strategic Planning.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Identify Outsourcing Opportunities

Process Identifier: 1.3.1.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
identify the opportunity for a ‘surgical’ outsourcing of a function or process that is not a
priority of the enterprise, or is a process the enterprise cannot deliver at competitive
benchmarks. The focus is on broadening the scope of the enterprise activities through
expansion, or sharpening the enterprise focus through divestment or outsourcing of non-
critical activities. The Marketing & Offer Management processes are responsible for the
development of markets and products within the existing scope of the enterprise.
Business Development processes understand what processes are critical to the identity
of the enterprise as priority processes and look for higher quality and lower cost solutions
for these high priority processes. Business Development processes are closely related to
Strategic Planning.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Investigate Potential Mergers & Acquisitions

Process Identifier: 1.3.1.2.4

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
manage investigation of potential merger and acquisition options to realize certain
enterprise strategies The focus is on broadening the scope of the enterprise activities
through expansion, or sharpening the enterprise focus through divestment or outsourcing
of non-critical activities. The Marketing & Offer Management processes are responsible
for the development of markets and products within the existing scope of the enterprise.
Business Development processes understand what processes are critical to the identity
of the enterprise as priority processes and look for higher quality and lower cost solutions
for these high priority processes. Business Development processes are closely related to
Strategic Planning.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Facilitate Negotiation & Implementation of Potential Mergers & Acquisitions

Process Identifier: 1.3.1.2.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
facilitate negotiation and implementation of mergers or acquisitions.

Extended Description
Not used for this process element.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.1.3 Enterprise Architecture

Management

Figure 278. Enterprise Architecture Management decomposition into level 3 processes

Enterprise Architecture Management

Process Identifier: 1.3.1.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define, develop, manage and maintain the enterprise architecture.

Extended Description

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Enterprise Architecture Management processes define, develop, manage and maintain

the enterprise architecture, which is the model describing the enterprise in all its facets.
These processes define/select, develop and deploy the enterprise architecture
methodology, which is a framework that identifies the reference models, their
relationships to each other, and the architecture management processes used to
establish and maintain the enterprise architecture. The framework contains the policies,
guidelines, documentation templates and approaches to be used throughout the
enterprise. In addition Enterprise Architecture Management details the processes used to
capture, modify, communicate, and review the enterprise architecture and manage
exceptions to it. These processes define and select the toolsets used to capture the
enterprise architecture (e.g. UML tools), and develop any required standards or reference
framework to be used with the tools. The processes define, develop and maintain the
repositories and associated repository meta-models to be used to capture architecture
details, and manage and administer the capture processes.
In addition enterprise architecture management processes define the skill sets require for
architects, develop training programs and manage any certification process for architects
across the enterprise.
Enterprise Architecture Management provides the reference source for the enterprise
Standard Operating Environment that is the collection of applications, hardware, software
and network components that have been standardized for use across the enterprise.
Lastly, enterprise architecture management provides a point of review for strategy and
tactical/solution architecture, and defines and manages the review processes.
The business strategies and plans provide a key starting point for the development and
direction provide by the Enterprise Architecture Management.
Note that enterprise architecture management covers both IT and network technologies.
The Enterprise Architecture Management processes impact other areas within the eTOM
model, such as Knowledge Management and Process Architecture Management.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Enterprise Architecture Methodology

Process Identifier: 1.3.1.3.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
define/select, develop and deploy the enterprise architecture methodology, which is a
framework that identifies the reference models, their relationships to each other, and the
architecture management processes used to establish and maintain the enterprise
architecture. The framework contains the policies, guidelines, documentation templates
and approaches to be used throughout the enterprise. Enterprise Architecture
Management processes define, develop, manage and maintain the enterprise
architecture, which is the model describing the enterprise in all its facets.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Co-ordinate Enterprise Architecture

Process Identifier: 1.3.1.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
details the processes used to capture, modify, communicate, and review the enterprise
architecture and manage exceptions to it.

Extended Description
Not used for this process element.

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Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Enterprise Architectuer Toolsets and Associated Standards

Process Identifier: 1.3.1.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
define and select the toolsets used to capture the enterprise architecture (e.g. UML tools),
and develop any required standards or reference framework to be used with the tools.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Manage & Administer Architecture Repositories

Process Identifier: 1.3.1.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
define, develop and maintain the repositories and associated repository meta-models to
be used to capture architecture details, and manage and administer the capture
processes.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Architecture Skillsets

Process Identifier: 1.3.1.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
define the skill sets require for architects, develop training programs and manage any
certification process for architects across the enterprise.

Extended Description

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Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Provide Reference Source for Standard Operating Environment

Process Identifier: 1.3.1.3.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provides the reference source for the enterprise Standard Operating Environment that is
the collection of applications, hardware, software and network components that have
been standardized for use across the enterprise. The business strategies and plans
provide a key starting point for the development and direction provided. Note that
enterprise architecture management covers both IT and network technologies, and the
processes impact other areas within the eTOM model, such as Knowledge Management
and Process Architecture Management.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Co-ordinate Architecture Review

Process Identifier: 1.3.1.3.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provides a point of review for strategy and tactical/solution architecture, and defines and
manages the review processes.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.1.4 Group Enterprise Management

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Figure 279. Group Enterprise Management decomposition into level 3 processes

Group Enterprise Management

Process Identifier: 1.3.1.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Plan and manage coordination across business units within the enterprise, and between
the enterprise and its subsidiaries.

Extended Description
Group Enterprise Management processes are responsible for planning and management
of coordination across business units within the enterprise, and between the enterprise
and its subsidiaries (note that similar interactions concerning outsourcing involving
suppliers and partners is handled elsewhere, through Supply Chain and Supplier/Partner
processes). The focus is on processes concerned with the co-ordination within the
enterprise’s own organization, including subsidiaries, from an Enterprise-wide point of
view.
This includes planning and implementation of cross-business unit operations,
harmonization of processes and communication systems; funding and cross-subsidies,
investment for business development; and planning, execution and management of
existing and new business activities.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Plann & Implement Cross-Business Unit Operation

Process Identifier: 1.3.1.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
planning and implementation of cross-business unit operation. These processes are
responsible for planning and management of coordination across business units within
the enterprise, and between the enterprise and its subsidiaries (note that similar
interactions concerning outsourcing involving suppliers and partners is handled
elsewhere, through Supply Chain and Supplier/Partner processes). The focus is on
processes concerned with the co-ordination within the enterprise’s own organization,
including subsidiaries, from an Enterprise-wide point of view.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Harmonize Processes & Communication Systems across Business Units

Process Identifier: 1.3.1.4.2

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
harmonization of processes and communication systems;

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Funding & Cross-Subsidies across Business Units

Process Identifier: 1.3.1.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
funding and cross-subsidies

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Investment for Business Development

Process Identifier: 1.3.1.4.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
investment for business development

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Co-ordinate Business Activities

Process Identifier: 1.3.1.4.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
planning, execution and management of existing and new business activities.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.2.1 Business Continuity Management

Figure 280. Business Continuity Management decomposition into level 3 processes

Business Continuity Management

Process Identifier: 1.3.2.1

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the development of strategies, policies, plans, organizational roles &
responsibilities, and escalation procedures for ensuring continuation of business
processes and activities in the event of serious and/or sustained interruption

Extended Description
Business Continuity Management processes manage the development of strategies,
policies, plans, organizational roles & responsibilities, and escalation procedures for
ensuring continuation of business processes and activities in the event of serious and/or
sustained interruption. These processes ensure that appropriate plans and procedures
are established and tested to provide continuous operation, or controlled re-
establishment, of key business processes and activities, to provide for a controlled
recovery of infrastructure capability to normal levels, and for determination of operational
accountability and processes until the abnormal circumstances are resolved. These
processes have four major aspects:
· Business continuity planning which provides for the proactive planning and testing of
business and operational procedure continuity;
· Infrastructure recovery planning which provides for the pro-active determination of
recovery and backup procedures for all key infrastructure capabilities, and their proactive
testing;
· Serious incident management planning which defines the operational roles and
responsibilities, and proactively defines the operational procedures and escalation criteria
which are initiated when abnormal operation circumstances occur; and
· Business continuity management methodologies, which ensure consistent application of
business continuity management across the enterprise.
Note that business continuity management is an extended process structure which
incorporates disaster recovery planning.
Note that serious incident management is used instead of crisis management as serious
disruption can occur to the business through events which would not normally be
classified as a crisis.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Co-ordinate Business Continuity

Process Identifier: 1.3.2.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
manage the development of strategies, policies, plans, organizational roles &
responsibilities, and escalation procedures for ensuring continuation of business
processes and activities in the event of serious and/or sustained interruption. These
processes ensure that appropriate plans and procedures are established and tested to
provide continuous operation, or controlled re-establishment, of key business processes
and activities, to provide for a controlled recovery of infrastructure capability to normal
levels, and for determination of operational accountability and processes until the
abnormal circumstances are resolved.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Plan Business Continuity

Process Identifier: 1.3.2.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Business continuity planning which provides for the proactive planning and testing of
business and operational procedure continuity

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Plan Infrastructure Recovery

Process Identifier: 1.3.2.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Infrastructure recovery planning which provides for the pro-active determination of
recovery and backup procedures for all key infrastructure capabilities, and their proactive
testing

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Plan Serious Incident Management

Process Identifier: 1.3.2.1.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Serious incident management planning which defines the operational roles and
responsibilities, and proactively defines the operational procedures and escalation criteria
which are initiated when abnormal operation circumstances occur. Note that serious
incident management is used instead of crisis management as serious disruption can
occur to the business through events which would not normally be classified as a crisis.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Business Continuity Methodologies

Process Identifier: 1.3.2.1.5

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Business continuity management methodologies, which ensure consistent application of
business continuity management across the enterprise. Note that business continuity
management is an extended process structure which incorporates disaster recovery
planning

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.2.2 Security Management

Figure 281. Security Management decomposition into level 3 processes

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Manage Proactive Security Management

Process Identifier: 1.3.2.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
identify areas of threat to the enterprise (covering both internal and external sources of
threat). Areas of threat can be physical (e.g. break-ins or terrorist incident, inappropriate
use of network) or logical (e.g. inappropriate access to and use of information
technology). The processes support the categorization and prioritization of areas of
threat, and deal with enterprise exposure to loss of value or reputation through threats or
security violations. These processes strongly interact with Fraud Management and have
common elements and information services and communications specific elements.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Security Management

Process Identifier: 1.3.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Security Management processes assess threats to the enterprise and provide capabilities
and controls to minimize the threats identified. These processes are responsible for
setting Security Management corporate policies, guidelines, best practices and auditing
for compliance by the enterprise. In the information and communications technology
(ICT) service provider domain, Security Management is a systematic and continuous
series of processes and behaviors which assure the confidentiality, availability, and
integrity of the Enterprise’s critical ICT assets.

Extended Description
Security Management processes assess threats to the enterprise and provide capabilities
and controls to minimize the threats identified. These processes are responsible for
setting Security Management corporate policies, guidelines, best practices and auditing
for compliance by the enterprise. In the information and communications technology
(ICT) service provider domain, Security Management is a systematic and continuous
series of processes and behaviors which assure the confidentiality, availability, and
integrity of the Enterprise’s critical ICT assets. For ICT service providers, such assets can
also include customer and partner data and resources. Effective Security Management is
essential for an ICT service provider to meet its fiduciary and legal obligations,
business/mission objectives, and customer expectations. Security Management
addresses both internal and external sources of security threats as it provides computer
network protection and defensive services. Security Management processes include:1)
Prevention; 2) Monitoring ; 3) Analysis; 4) Detection; and 5) Incident Management.

Security management deals with enterprise exposure to loss of value or reputation

through threats or security violations. Proactive Security Management processes identify
areas of threat to the enterprise (covering both internal and external sources of threat),
and monitor industry trends and best practice approaches to ensure that the enterprise
remains at the forefront of security management threat minimization. Areas of threat can
be physical (e.g. break-ins or terrorist incident, inappropriate use of network) or logical
(e.g. inappropriate access to and use of information technology). The processes support
the categorization and prioritization of areas of threat. These processes define the
policies, guidelines, practices and procedures to be followed and provide assistance to
the enterprise operational areas to deploy appropriate physical infrastructure, procedures
and monitoring capabilities. Reactive Security management processes deal with the
establishment of tools and data collection capabilities to capture details of operation
activity, analysis of monitored activity to detect potential threats/security violations, and
forensic investigations to determine whether the potential threat is imminent or a security
violation has occurred, and the potential or actual perpetrators.

Security Management processes interface to external security, police and/or investigative

organizations. These processes strongly interact with Fraud Management and have
common elements and information services and communications specific elements.
Security Management processes are implemented at many levels of the enterprise and at
the user, system/network, etc. levels. Note that the actual security monitoring, control
and management procedures and facilities are embedded in the operational infrastructure
and processes defined and deployed within the SIP and Operations process areas. Note
that Audit Management processes provide assurance that the necessary control
structures are in place, and provide an estimate to the extent to which the procedures are
followed and are effective.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Security Management Prevention

Process Identifier: 1.3.2.2.8

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
The specification of baseline security controls and operational policies to be deployed to
the Enterprise. In this process, the organization makes decisions (funding, staffing, R&D,
testing, monitoring, etc. about what assets (tangible and intangible) to protect, using what
particular means, and at what target assurance levels. These decisions must be informed
not only be technical options, but also by perceived asset value and threat probability.
These is typically done by conducting Vultnerability Management, Threat Assessment,
and Risk Mitigation processes. Within the Prevention process the organization selects,
designs and specifies a baseline set of security controls, including operational policies, to
be applied to its managed resources and services to include Secure Configuration
policies and procedures.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Monitor Industry Trends for Security Management

Process Identifier: 1.3.2.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
monitor industry trends and best practice approaches to ensure that the enterprise
remains at the forefront of security management threat minimization.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Monitoring to Facilitate Security Management

Process Identifier: 1.3.2.2.9

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Policy-based multimodal (active/passive, dynamic/scheduled) collection, filtering,
aggregation, distribution, and retention of relevant data. Within the Monitoring process

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the organization collects and retains relevant data emanating from or associated with a
given set of managed resources and services. Baseline Monitoring policies are best
developed as an integral part of the Prevention process, and applied as part of the
Configuration process. Such policy-based Monitoring will tend to reflect the multi-modal
nature of the activity – to include, for example, active and/or passive collection
methodologies and dynamic and/or scheduled temporal constraints.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Secuirty Management Policies & Procedures

Process Identifier: 1.3.2.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
define the policies, guidelines, practices and procedures to be followed. responsible for
setting Security Management corporate policies, guidelines, best practices and auditing
for compliance by the enterprise. Security Management addresses internal and external
sources of security violations. . Note that Audit Management processes provide
assurance that the necessary control structures are in place, and provide an estimate to
the extent to which the procedures are followed and are effective.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Security Management Analysis

Process Identifier: 1.3.2.2.10

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Policy-based assessment of collected/correlated data for events or trends of interest.
Analysis may apply correlation and other functions over the collected data to form a more
complete and accurate picture of events and conditions – for example, to detect patterns
and trends that would not otherwise be visible. Ideally, policy-based assessment
methodologies are used in analysis, with those policies also being specified as an integral
part of the Prevention process.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Assist with Security Mangement Deployment

Process Identifier: 1.3.2.2.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provide assistance to the enterprise operational areas to deploy appropriate physical
infrastructure, procedures and monitoring capabilities. Security Management processes
are implemented at many levels of the enterprise and at the user, system/network, etc.
levels.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Security Management policies & procedures to facilitate detection incidents

Process Identifier: 1.3.2.2.11

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Policy-based recognition of a possible incident. Within the Detection process the
organization gains an awareness that Analysis has detected an anomaly – relative to
expected results -- and that a possible incident may be occurring or may have occurred.
At this stage, automated policy-based remediation may still be possible – i.e., without

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invoking Incident Management.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Reactive Security Management

Process Identifier: 1.3.2.2.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
deal with the establishment of tools and data collection capabilities to capture details of
operation activity. Note that the actual security monitoring, control and management
procedures and facilities are embedded in the operational infrastructure and processes
defined and deployed within the SIP and Operations process areas. These processes
strongly interact with Fraud Management and have common elements and information
services and communications specific elements.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Incident Management policies and procedures

Process Identifier: 1.3.2.2.12

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
ITSM-based incident management practices. Within the Incident Management process
the organization leverages ITSM-based incident management practices in response to a
Warning. Incident Management will identify necessary Response & Recovery actions
that may be conducted by Business Continuity Mgmt processes or within
Operations/Assurance.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Detect Potential Security Threats & Violations

Process Identifier: 1.3.2.2.6

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
analysis of monitored activity to detect potential threats/security violations

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Investigate Potential Security Threats & Violations

Process Identifier: 1.3.2.2.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
forensic investigations to determine whether the potential threat is imminent or a security
violation has occurred, and the potential or actual perpetrators.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.2.3 Fraud Management

Figure 282. Fraud Management decomposition into level 3 processes

Fraud Policy Management

Process Identifier: 1.3.2.3.1

Process Context
This process element serves as a business process within the operator, within the overall Fraud
Management program function.

Brief Description
Establish and manage all intra-team, enterprise-wide, and external facing policies to facilitate detection,
management, and prevention of fraudulent activities

Extended Description
The objective of Fraud Policy Management is to manage and maintain all policies necessary for
successful fraud program operations within a carrier. Depending on the product offerings, geographic
region served, demographics of the subscriber base, partner (e.g., wholesale) environment, internal

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network structure, budget, and other factors, fraud policies will vary across operators, with unique
requirements for fraud policies prevalent in each case. Practices and processes for detection,
investigation, ongoing education, tool uses, feedback of identified frauds, external interactions (partners,
LEAs), etc. comprise areas within scope of Fraud Policy Management.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Fraud Management

Process Identifier: 1.3.2.3

Process Context
This process element represents the entry point to the overall Fraud Management
program within an operator’s business.

Brief Description
The Fraud Management process entry point is further disseminated into 2 sub functions:
Policy Management and Operations Support

Extended Description
Fraud Management is chartered within an operator to conduct 2 primary functions within
the operator’s business model: Create and maintain a fraud policy (enabling methods,
activities, and other procedures to detect, prevent, and manage discovered fraud
instances within the operator), and support of fraud operations (creation and
management of rules, lists, tools/solutions used for detections, staff education, etc.).
The objective of the Fraud Management in general is to detect fraud risks, activities, and
other violations, as well as to detect and prevent the re-surfacing of known fraudulent
activities, individuals, and syndicates. Proactive detection processes are preferable to
reactive mitigation and management of existing fraud, hence the importance of policy and
support functions to provide tools to operational components in the enterprise to prevent
fraud before it becomes harmful to the business. Inevitably, reactive processes must also
be supported, as fraud tactics are in a continual state of change, posing a constant threat
to operators.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Fraud Operations Support

Process Identifier: 1.3.2.3.2

Process Context
This process element serves as a business process within the operator, within the overall
Fraud Management program function.

Brief Description
Fraud Operations Support serves as the enabling function for fraud prevention, ongoing
fraud detection, and overall threat reduction practices.

Extended Description
Fraud Operations Support has a primary role as a preventative entity within Fraud
Operations overall. The Support process objective is to enable the ongoing detection,
investigation and actions functions of Fraud Operations but also to support, in a proactive
manner, the threats identification and Fraud avoidance functions through preventative
information collection, monitoring the business for changes (and counsel the business
when those changes expose a threat for fraud) and to manage fraud learnings back into
the business via list management, rule enhancements, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.3.2.4 Audit Management

Figure 283. Audit Management decomposition into level 3 processes

Audit Management

Process Identifier: 1.3.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Provide assurance to senior management and the enterprise Board that the enterprise
processes and controls are effective and conform to relevant adopted standards.

Extended Description
Audit Management processes provide assurance to senior management and the
enterprise Board that the enterprise operational processes and controls are effective and
conform to relevant adopted standards (which may be externally imposed or internally
adopted). Audit Management processes may be managed by external independent
organizations, or by internal groups within the enterprise, but in either case are designed
to support senior management/Board assurance. They can also be used proactively to
develop risk assessment methodologies, scoring systems, and advice to operational
groups who are responsible for the operations processes. However, the assurance role of
the processes is more related to reactive assessment.
The processes identify, prioritize and manage audit programs, define the audit policies
and procedures, assess operational activities to ensure necessary or mandated control
structures are in place, and provide an estimate to the extent to which the procedures are
followed and are effective. The processes ensure that appropriate reports relating to
compliance and capability are provided to senior management/Board within appropriate
defined timeframes. The processes define the audit approach to be used depending on
the circumstances, as well as the risk assessment methodology and scoring approach to

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be used.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Audit Policy

Process Identifier: 1.3.2.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
define the audit policies and procedures

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Define Audit Mechanims

Process Identifier: 1.3.2.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
define the audit approach to be used depending on the circumstances, as well as the risk
assessment methodology and scoring approach to be used. identify, prioritize and
manage audit program

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess Operatonal Activities

Process Identifier: 1.3.2.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
assess operational activities to ensure necessary or mandated control structures are in
place

Extended Description

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Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Evaluate Operational Activities

Process Identifier: 1.3.2.4.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provide an estimate to the extent to which the procedures are followed and are effective

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Report Audits

Process Identifier: 1.3.2.4.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provide assurance to senior management and the enterprise Board that the enterprise
operational processes and controls are effective and conform to relevant adopted
standards (which may be externally imposed or internally adopted). Audit Management
processes may be managed by external independent organizations, or by internal groups
within the enterprise, but in either case are designed to support senior
management/Board assurance. T However, the assurance role of the processes is more
related to reactive assessment. The processes ensure that appropriate reports relating to
compliance and capability are provided to senior management/Board within appropriate
defined timeframes.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Apply Audit Mechanisms Proactively

Process Identifier: 1.3.2.4.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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use audit mechanansms proactively to develop risk assessment methodologies, scoring

systems, and advice to operational groups who are responsible for the operations
processes.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.2.5 Insurance Management

Figure 284. Insurance Management decomposition into level 3 processes

Insurance Management

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Process Identifier: 1.3.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Assess and manage the insurable risks within an enterprise.

Extended Description
Insurance Management processes are responsible for assessing and managing the
insurable risks within an enterprise. These processes identify areas and activities within
the enterprise where risk aspects are insurable, and analyze the cost/benefits of
undertaking specific insurance. These processes provide advice and consultancy to the
enterprise relating to insurance of local activities and programs. These processes
manage the engagement with the external insurance industry, and administer insurance
policies and portfolios. Depending on the nature of the risk being insured, the Supply
Chain Development and Management processes are used to select an appropriate
insurer, in other cases where the number of insurance providers is small, the negotiation
process may be directly managed by these processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Identify Insurable Risks

Process Identifier: 1.3.2.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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identify areas and activities within the enterprise where risk aspects are insurable.
responsible for assessing the insurable risks within an enterprise.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Analyze Insurance Cost/Benefits

Process Identifier: 1.3.2.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
analyze the cost/benefits of undertaking specific insurance

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Provide Insurance Advice

Process Identifier: 1.3.2.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provide advice and consultancy to the enterprise relating to insurance of local activities
and programs

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Insuramce Porrtfolio

Process Identifier: 1.3.2.5.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
manage the engagement with the external insurance industry, and administer insurance
policies and portfolios. Depending on the nature of the risk being insured, the Supply

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Chain Development and Management processes are used to select an appropriate

insurer, in other cases where the number of insurance providers is small, the negotiation
process may be directly managed by these processes.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.2.6 Revenue Assurance Management

Figure 285. Revenue Assurance Management decomposition into level 3 processes

Revenue Assurance Management

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Process Identifier: 1.3.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish an enterprise-wide revenue assurance policy framework, and an associated
operational capability aimed at minimizing revenue leakage within the enterprise, without
influencing demand.

Extended Description
The objective of the Revenue Assurance Management processes is to establish an
enterprise-wide revenue assurance policy framework, and an associated operational
capability to resolve any detected revenue assurance degradations and violations.
Revenue Assurance Management processes identify areas of revenue leakage risk within
the enterprise, and monitor industry trends and best practice approaches to ensure that
the enterprise remains at the forefront of revenue leakage minimization. These processes
support the categorization and prioritization of areas of revenue leakage risk. To achieve
this, these processes define the policies, guidelines, practices and procedures to be
followed and provide assistance to the enterprise operational areas to deploy appropriate
procedures and monitoring capabilities.
Revenue Assurance Management processes deal with the establishment of tools and
data collection capabilities to capture details of operation activity, analysis of monitored
activity to detect and correct actual revenue leakage. These processes work in
conjunction with operational and other process elements to guide them in supporting the
specific needs of Revenue Assurance Management. Where appropriate, Revenue
Assurance Management processes supplement the capabilities of these other process
elements, to control and analyze the enterprise behavior relevant to Revenue Assurance
needs,
The responsibilities of these processes include, but are not limited to:
· Establishing and managing a revenue assurance policy framework, including
identification of controls and measures
· Establishing and managing an operational process capability able to detect and
resolve revenue assurance degradations and violations
· Establishing and managing a capacity to regularly review the revenue assurance
policy framework to ensure it meets the enterprise’s changing objectives.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Manage Revenue Assurance Policy Framework

Process Identifier: 1.3.2.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Establish and manage a framework of policies and measurable controls that are used to
manage the risk associated with revenue assurance

Extended Description
The objective of the Manage Revenue Assurance Framework process is to establish and
manage a framework of policies and measurable controls that are used to manage the
risk associated with revenue assurance, and to optimise the enterprise’s appetite for
revenue assurance risk.
These processes are responsible for, but not limited to:
· Establishing and managing a revenue assurance policy framework which is
aligned with the overall enterprise goals and objectives;
· Developing a framework of controls and KPIs which achieves the defined
revenue assurance goals and objectives
· Gaining enterprise-wide commitment to and knowledge of the framework; and
· Regularly reviewing the revenue assurance framework to ensure that its
outcomes remain aligned with the enterprise’s objectives.
The Manage Revenue Assurance Framework process has a specific responsibility in
developing and defining controls and Key Performance Indicators (KPIs) used for RA, in
conjunction with operational and other processes elsewhere in the enterprise. Where
processes elsewhere in the enterprise have an intrinsic capability to instrument their own
performance and behavior (as an aspect of operating effectively within the business), the
Manage Revenue Assurance Framework process makes use of this capability, but can
also provide guidance to these processes in the form of modified, or additional, KPIs,
required to support the overall role of Revenue Assurance Management. This can involve
individual process elements throughout the enterprise (as appropriate for the various
aspects of Revenue Assurance Management that apply), or may involve co-ordination
across a number of process elements where Revenue Assurance Management acts to
provide an integrated or coordinated view of the overall situation.
With regard to KPI definition, the Manage Revenue Assurance Framework process
establishes the objectives used to identify the minimum level of satisfactory performance
required for a given control point or a process from an RA perspective, and works with
other process element in the enterprise to effect this.

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With regard to development of Revenue Assurance controls, the Manage Revenue

Assurance Framework process applies policy-based rules that represent the logical
definition of comparisons performed on entities, such as bills and call detail records.
These are used together with Revenue Assurance KPIs, to identify discrepancies from an
RA perspective.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Revenue Assurance Operations

Process Identifier: 1.3.2.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Measure the actual revenue assurance performance at defined control points against the
expected performance, report anomalies and manage resolution.

Extended Description
Manage Revenue Assurance Operations processes measure the actual revenue
assurance performance at defined control points against the expected performance,
report anomalies and manage resolution.
Manage Revenue Assurance Operations processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on revenue assurance performance as
determined by assessing defined KPIs measured against revenue assurance control
points.
If the analysis identifies that a revenue assurance KPI violation has occurred, this causes
a Revenue Assurance violation to be raised, that may in turn raise a Revenue Assurance
Trouble Report. Following on from this, processes are put in place to manage the
resolution of the performance violation
The Manage Revenue Assurance Operations processes will continue to track the
revenue assurance trouble report, ensuring that performance is restored to a level

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required as defined by the acceptable range for the KPIs.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Support Revenue Assurance Operations

Process Identifier: 1.3.2.6.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Support the Manage Revenue Assurance Operations processes by managing
requirements for infrastructure to support the operational processes, and monitoring,
managing and reporting on the capability of the Manage Revenue Assurance Operations
processes.

Extended Description
The objectives of the Support Revenue Assurance Operations processes are twofold:
· support the Manage Revenue Assurance Operations processes by managing
requirements for infrastructure to support the operational processes, and
· monitoring, managing and reporting on the capability of the Manage Revenue
Assurance Operations processes.
The responsibilities of the processes include, but are not limited to:
· Developing and maintaining a repository of revenue assurance KPIs to support
the Manage Revenue Assurance Operations processes;
· Monitoring and analyzing the report produced by Operations processes to
identify potential revenue assurance problems that may be arising across operational
processes as a whole;
· Establishing and managing revenue assurance data collection schedules,
including managing the collection of the necessary information from the Resource Data
Collection & Distribution processes, to support proactive monitoring and analysis activity,

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and requests from Manage Revenue Assurance Operations processes for additional data
to support revenue assurance performance analysis;
· Monitoring of the Manage Revenue Assurance Operations processes and
associated costs (including where the processes extend to infrastructure deployed and
managed by third parties), and reporting on the capability of the Manage Revenue
Assurance Operations processes;
· Establishing and managing resource performance notification facilities and lists
to support the Manage Revenue Assurance Operations notification and reporting
processes;
· Creating, deploying, modifying and/or upgrading of revenue assurance
infrastructure deployment support tools and processes for new and/or modified revenue
assurance infrastructure
· Authoring, reviewing and approving operational procedures developed by
Resource Development & Management processes prior to resource infrastructure
deployment;
· Testing and acceptance of new and/or modified revenue assurance infrastructure
support tools as part of the handover procedure from the Resource Development &
Management processes; and
· Detecting revenue assurance infrastructure operational limitations and/or
deployment incompatibilities and providing requirements to address these aspects to
Resource Development & Management processes;

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.2.6.2 Manage Revenue Assurance

Operations

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Figure 286. Manage Revenue Assurance Operations decomposition into level 4 processes

Manage Revenue Assurance Operations

Process Identifier: 1.3.2.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Measure the actual revenue assurance performance at defined control points against the
expected performance, report anomalies and manage resolution.

Extended Description
Manage Revenue Assurance Operations processes measure the actual revenue
assurance performance at defined control points against the expected performance,
report anomalies and manage resolution.
Manage Revenue Assurance Operations processes encompass managing, tracking,
monitoring, analyzing, controlling and reporting on revenue assurance performance as
determined by assessing defined KPIs measured against revenue assurance control
points.
If the analysis identifies that a revenue assurance KPI violation has occurred, this causes
a Revenue Assurance violation to be raised, that may in turn raise a Revenue Assurance
Trouble Report. Following on from this, processes are put in place to manage the
resolution of the performance violation

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The Manage Revenue Assurance Operations processes will continue to track the
revenue assurance trouble report, ensuring that performance is restored to a level
required as defined by the acceptable range for the KPIs.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Monitor Revenue Assurance Controls

Process Identifier: 1.3.2.6.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Monitor defined revenue assurance control points and undertake first-in detection of any
violations or degradations of KPIs associated with the control points.

Extended Description
The objective of the Monitor Revenue Assurance Controls processes is to monitor
defined revenue assurance control points and undertake first-in detection of any
violations or degradations of KPIs associated with the control points.
The responsibilities of the processes include, but are not limited to:
· Undertake the role of first in detection by monitoring the defined revenue
assurance control points;
· Comparing the received specific revenue assurance related data received from
the control points to the KPIs associated with the control points;
· Assessing and recording received specific revenue assurance related data
received from the control points which is within tolerance limits for the KPIs associated
with the control points, and for which continuous monitoring and measuring of specific
revenue assurance tolerances is required;

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· Prioritize revenue assurance KPI violations on what’s considered the most critical
function of the system from a data integrity and revenue assurance perspective in
circumstances where multiple revenue assurance violations are detected;
· Recording the results of the continuous monitoring for reporting through the
Report Revenue Assurance processes;
· Detecting revenue assurance threshold violations which represent specific
revenue assurance failures due to abnormal performance;
· Detecting KPI degradation for specific revenue assurance control points which
provide early warning of potential issues;
· Creating and forwarding event notifications for detected degradations and
violations to the Create Revenue Assurance Trouble Report processes; and
· Logging specific revenue assurance performance degradation and violation
details to ensure historical records are available to support the needs of other processes.
Note that the focus of the Monitor Revenue Assurance Controls is usually cross-process,
as it supplements the process monitoring capabilities already established elsewhere
within the eTOM business process framework.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create Revenue Assurance Trouble Report

Process Identifier: 1.3.2.6.2.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Create a new revenue assurance trouble report.

Extended Description
The objective of the Create Revenue Assurance Trouble Report process is to create a
new revenue assurance trouble report, and based on requests from other processes,

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either create and forward modification requests for existing revenue assurance trouble
reports or create and forward cancellation requests for existing revenue assurance
trouble reports.
A new revenue assurance trouble report may be created as a result of event notifications
forwarded by the Monitor Revenue Assurance Controls process, or by requests arriving
from other processes which have detected performance or fault conditions which may
give rise to a revenue assurance leakage.
If the revenue assurance trouble report is created, the Create Revenue Assurance
Trouble Report processes are responsible for converting the received information into a
form suitable for the Revenue Assurance processes, and for requesting additional
information if required. Each revenue assurance trouble report should contain knowledge
about the originator, the perceived severity level, the type of revenue assurance
performance issue, any associated data on the revenue assurance performance issue,
associated data on the possible cause and due date.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Assess Revenue Assurance Trouble

Process Identifier: 1.3.2.6.2.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Analyze the information received to determine the nature and the root cause of the
revenue assurance violation or degradation.

Extended Description
The objective of the Assess Revenue Trouble processes is to analyze the information
received to determine the nature and the root cause of the revenue assurance violation or
degradation.
The responsibilities of the processes include, but are not limited to:

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· Undertaking analysis as required on specific revenue assurance

violation/degradation information received;
· Developing and undertaking specific detailed analysis to discover the root cause.
· Comparing the data received to baseline and historical data, including data
associated with other open or historical revenue assurance trouble tickets;
· Initiating, modifying and cancelling revenue assurance data collection as required
to further analyze the revenue assurance degradation or violation;
· Determining the root causes of the revenue assurance degradations and
violations;
· Recording the results of the analysis and intermediate updates for historical
analysis and for use as required by other processes; and
Updating the results of the analysis, together with any recommendations as to further
action, in the revenue assurance trouble report.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Resolve Revenue Assurance Trouble

Process Identifier: 1.3.2.6.2.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Undertake actions as directed to resolve detected revenue assurance violations and
degradations.

Extended Description
The objective of the Resolve Revenue Assurance Trouble processes is to undertake
actions as directed to resolve detected revenue assurance violations and degradations.

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These processes undertake resolution activities within the bounds of the organizational
capability associated with revenue assurance. The resolution activities are likely to lead
to process and/or procedural changes which can be managed to fruition by these
processes.
Where the analysis has indicated that resolution requires changes to specific resource
and/or service configurations, these later resolution activities are managed by the specific
resolution processes associated these resources and services. They are outside of the
scope of this Resolve Revenue Assurance Trouble process.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Track & Manage Revenue Assurance Trouble Resolution

Process Identifier: 1.3.2.6.2.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Efficiently assign, coordinate and track specific revenue assurance trouble analysis, and
resolution, and to manage escalation (functional or hierarchical) as required to resolve an
open revenue assurance trouble report.

Extended Description
The objective of the Track & Manage Revenue Assurance Trouble Resolution processes
is to efficiently assign, coordinate and track specific revenue assurance trouble analysis,
and resolution, and to manage escalation (functional or hierarchical) as required to
resolve an open revenue assurance trouble report. To the extent that jeopardy
management is associated with open revenue assurance trouble report, the Track &
Manage Revenue Assurance Trouble Resolution process is responsible for detecting and
escalating jeopardy conditions.
Responsibilities of these processes include, but are not limited to:

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· Scheduling, assigning and coordinating analysis and specific revenue assurance

trouble resolution activities, including further analysis/reviews to ensure the success of
the resolution activity;
· Modifying the revenue assurance trouble report status;
· Associating a money value to a RA trouble, when possible, in order to better
understand its revenue impact
· Canceling a revenue assurance trouble report when analysis indicates that the
revenue assurance trouble report has been unnecessarily created; and
· Monitoring the status of open revenue assurance trouble reports, and escalating
revenue assurance trouble reports (either functionally or hierarchically) as necessary.
Note that some specific product and/or service components may be owned and managed
by suppliers/partners. In these cases the Track & Manage Revenue Assurance Trouble
Resolution process is responsible for initiating requests, through - S/P Performance
Management for resolution by the supplier/partner of the specific revenue assurance
leakage aspects attributed to the supplier/partner.
These processes will co-ordinate all the actions necessary in order to guarantee that all
tasks are finished at the appropriate time and in the appropriate sequence. The Track &
Manage Revenue Assurance Trouble Resolution processes will also inform the Close
Revenue Assurance Trouble Report processes by modifying the revenue assurance
trouble report status to cleared when the issues leading to the detected revenue leakage
have been resolved.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Revenue Assurance

Process Identifier: 1.3.2.6.2.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Monitor and report on the status of continuous monitoring of revenue assurance control
point performance, of revenue assurance trouble reports, to provide notifications of any
changes and provide management reports.

Extended Description
The objective of the Report Revenue Assurance processes is to monitor and report on
the status of continuous monitoring of revenue assurance control point performance, of
revenue assurance trouble reports, to provide notifications of any changes and provide
management reports.
These processes are responsible for continuously monitoring the status of revenue
assurance trouble reports and managing notifications to other processes and to other
parties registered to receive notifications of any status changes. Notification lists are
managed and maintained by the Support Revenue Assurance Operations processes.
These processes record, analyze and assess the revenue assurance trouble report status
changes to provide management reports and any specialized summaries of the efficiency
and effectiveness of the overall Manage Revenue Assurance Operations processes.
These specialized summaries could be specific reports required by specific audiences
and/or customers.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Close Revenue Assurance Trouble Report

Process Identifier: 1.3.2.6.2.7

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Close a revenue assurance trouble report when the issues leading to the revenue
leakage have been resolved.

Extended Description

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The objective of the Close Revenue Assurance Trouble Report processes is to close a
revenue assurance trouble report when the issues leading to the revenue leakage have
been resolved.
These processes monitor the status of all open revenue assurance trouble reports, and
recognize that a revenue assurance trouble report is ready to be closed when the status
is changed to cleared.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.3.2 Enterprise Quality Management

Figure 287. Enterprise Quality Management decomposition into level 3 processes

Enterprise Quality Management

Process Identifier: 1.3.3.2

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define the enterprise quality management policies and the enterprise model for quality
management

Extended Description
Enterprise Quality Management processes define the enterprise quality management
policies and the enterprise model for quality management. They support all operations
and lifecycle processes in the implementation and control of this model.
Note that quality is actually assessed within each area of the enterprise, but follows the
guidelines defined by this process, which provides a template for specific applications of
quality management in any areas of the Enterprise

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Verify Consistency of Information

Process Identifier: 1.3.3.2.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Verify consistency of independent records of information such as customer
orders,customer information or product catalogue etc (say, between different parts of an
organization, or different organizations) and undertake a synchronization process for
identified discrepancies to restore their consistency.

Extended Description

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Not used for this process element.

Explanatory
As a practical aspect of operation within and between organizations, multiple
representations of key business information may be held. From a business perspective, it
is vital that such information does not get out of step through design or operational error,
as this is a basis for
• Better split billing between different partners especially in the new emerging market of
digital services that will increase.
• Better customer experience based on consistent data shared throughout an
organisation and between different partnering organisations
and so verification of consistency is a normal requirement, either on a routining basis or
when some mismatch is identified.
This process element represents verification of consistency for information ( be it
customer information, customer order information, installed base, product catalogue
information or any other bulk information needed ) and, where any discrepancies are
found, alignment of the different records to restore consistency.

Mandatory
The responsibilities of the Verify Consistency of information process element are:
- to verify consistency of independent records of data linked to customer, product, etc
(customer order, customer installed base, customer information or product catalogue
between different parts of an organization, or different organizations)
- to undertake a synchronization process for identified discrepancies to restore
consistency
-to report results to other processes
The scope and nature of the information verified will be agreed for each situation, within
or between the relevant organization(s). In practical terms, the comparison and/or any
corrections may involve raw data representing customer orders, but the business impact
for orders and customers will be interpreted so that the business can take appropriate
action. The extent of corrective action may depend on circumstances, but the goal is to
restore full consistency with correct information. At a minimum, all discrepancies will be
recorded and reported so that errors do not remain hidden.

Optional
The scope and nature of the information verified will be agreed for each situation, within
or between the relevant organization(s). The extent of corrective action may depend on
circumstances, but the goal is to restore full consistency with correct information. At a
minimum, all discrepancies will be recorded and reported so that errors do not remain
hidden.

Interactions
Exchange and comparison of information is required between the relevant different parts
of an organization, or different organizations, concerned. Results are reported to other
process areas for further action.

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1.3.3.3 Program & Project Management

Figure 288. Program & Project Management decomposition into level 3 processes

Program & Project Management

Process Identifier: 1.3.3.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define and manage the program and project management methodologies, skills and tools
within the enterprise.

Extended Description
Program & Project Management processes define and manage the program and project
management methodologies, skills and tools within the enterprise. These processes
document the program and project methodologies to be used by all projects within the
enterprise, and provide documentation templates and any project management tools
required. The processes select any tools required to support project and program
management, using the Supply Chain Development & Management processes as
required. The skills sets and required levels of certification, if any, are defined and
managed by these processes. If used, these processes may develop and manage an
enterprise repository of program and project information. Metrics associated with program
and project management are defined, collected and analyzed by these processes.
Note that projects are actually managed within other areas of the enterprise but follow the
guidelines defined by this process, which provides a template for specific applications of
Program & Project Management in any area of the enterprise.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Deliver Program/Project Methodologies & Support

Process Identifier: 1.3.3.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
document the program and project methodologies to be used by all projects within the
enterprise, and provide documentation templates and any project management tools
required. Note that projects are actually managed within other areas of the enterprise but
follow the guidelines defined by this process, which provides a template for specific
applications of Program & Project Management in any area of the enterprise.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Select Program/Project Management Support Tools

Process Identifier: 1.3.3.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
select any tools required to support project and program management, using the Supply
Chain Development & Management processes as required.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Program/Project Management Skill Sets

Process Identifier: 1.3.3.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
skills sets and required levels of certification, if any, are defined and managed by these
processes

Extended Description

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Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Program/Project Management Repository

Process Identifier: 1.3.3.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
If used, these processes may develop and manage an enterprise repository of program
and project information.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Manage Program/Project Management Metrics

Process Identifier: 1.3.3.3.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Metrics associated with program and project management are defined, collected and
analyzed by these processes

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.3.4 Enterprise Performance

Assessment

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Figure 289. Enterprise Performance Assessment decomposition into level 3 processes

Enterprise Performance Assessment

Process Identifier: 1.3.3.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Check that the goals defined for the enterprise are on track and being met.

Extended Description
Enterprise Performance Assessment processes check that the goals defined for the
enterprise are on track and being met. These processes provide regular reporting to
senior management and the Board on the status of all defined performance metrics on a
regular basis (usually monthly). The processes define and determine the most
appropriate performance measures, collect and analyze the associated data and produce
summary reports. The measures may be internally developed, or may be based on
externally produced or collected measures. Examples of external measures could be
customer satisfaction surveys, within or across market segments, or benchmarking
studies of particular aspects of the enterprise performance. Examples of internal
performance measures can be based on financial performance (i.e. progress against
budget), operational process performance based metrics, or employee related measures
such as employee opinion surveys.
The Enterprise Performance Assessment processes produce the enterprise Balanced
Scorecard.
These processes establish and administer relationship with external survey companies if
required to provide external measures or assist in developing internal measures.
Note that performance is actually assessed within each area of the enterprise, but follows
the guidelines defined by this process, which provides a template for specific applications

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of Performance Assessment in any areas of the Enterprise.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Enterprise Performance Measures

Process Identifier: 1.3.3.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
define and determine the most appropriate performance measures. The measures may
be internally developed, or may be based on externally produced or collected measures.
Examples of external measures could be customer satisfaction surveys, within or across
market segments, or benchmarking studies of particular aspects of the enterprise
performance. Examples of internal performance measures can be based on financial
performance (i.e. progress against budget), operational process performance based
metrics, or employee related measures such as employee opinion surveys.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

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Interactions
Reserved for future use.

Manage Enterprise Performance Data

Process Identifier: 1.3.3.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
collect and analyze the associated data. Note that performance is actually assessed
within each area of the enterprise, but follows the guidelines defined by this process,
which provides a template for specific applications of Performance Assessment in any
areas of the Enterprise.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage External Survey Companies

Process Identifier: 1.3.3.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Establish and administer relationship with external survey companies if required to

provide external measures or assist in developing internal measures.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Report Balanced Scorecard, etc

Process Identifier: 1.3.3.4.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provide regular reporting to senior management and the Board on the status of all defined
performance metrics on a regular basis (usually monthly). These processes check that
the goals defined for the enterprise are on track and being met. These processes produce
the enterprise Balanced Scorecard. Also produce summary reports.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.3.4.2 Research Management

Figure 290. Research Management decomposition into level 3 processes

Research Management

Process Identifier: 1.3.4.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
The Research Management processes plan and prioritize research and development
activities within the enterprise.

Extended Description
The Research Management processes plan and prioritize research and development
activities within the enterprise. These processes identify and evaluate the business value
of R&D investment. These processes manage the commitment of financial and other
resources to the pursuit of areas of R&D, and management of R&D programs and
ongoing assessment of their value and priority. These processes cooperate with

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Technology Acquisition for corporate-level decisions on “make vs. buy” concerning

internal or external Research & Development investment.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Evaluate R&D Business Value

Process Identifier: 1.3.4.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
identify and evaluate the business value of R&D investment; cooperate with Technology
Acquisition for corporate-level decisions on “make vs. buy” concerning internal or external
Research & Development investment.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions

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Reserved for future use.

Manage R&D Investment

Process Identifier: 1.3.4.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
plan and prioritize research and development activities within the enterprise; manage the
commitment of financial and other resources to the pursuit of areas of R&D

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage R&D Program Actvities

Process Identifier: 1.3.4.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
manage R&D programs and make ongoing assessment of their value and priority

Extended Description

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Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.4.3 Technology Scanning

Figure 291. Technology Scanning decomposition into level 3 processes

Technology Scanning

Process Identifier: 1.3.4.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Perform scanning and initial assessment of emerging technology from external sources
for the enterprise.

Extended Description
Technology Scanning processes perform scanning and initial assessment of emerging
technology from external sources for the enterprise. This includes identification and
evaluation of potential technologies, and sources of technologies, and comparison with
the “in-house” research capabilities. It also includes determining the business value of
potential technology acquisitions, and provides an initial assessment of any financial or
other commitments to actually acquire specific technologies where this is appropriate.
These processes cooperates with Research Management processes for corporate-level
decisions on “internally develop vs. buy” concerning emerging technology, by providing
expert assessment assistance in making the decision. Any sourcing of the proposed
technology is delivered through the Supply Chain Capability Delivery processes

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Evaluate External Technology

Process Identifier: 1.3.4.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
identify and evaluate potential technologies, and sources of technologies, and compare
with the “in-house” research capabilities; perform scanning of emerging technology from
external sources for the enterprise

Extended Description

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Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Determine Business Value of Potential Technology

Process Identifier: 1.3.4.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
determine the business value of potential technology acquisitions

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Assess Technology Acquisition

Process Identifier: 1.3.4.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
provide an initial assessment of any financial or other commitments to actually acquire
specific technologies where this is appropriate; cooperate with Research Management
processes for corporate-level decisions on “internally develop vs. buy” concerning
emerging technology, by providing expert assessment assistance in making the decision.
Any sourcing of the proposed technology is delivered through the Supply Chain Capability
Delivery processes

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.5.3 Procurement Management

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Figure 292. Procurement Management decomposition into level 3 processes

Procurement Management

Process Identifier: 1.3.5.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Define corporate procurement and logistics policies and rules, for all purchases,
warehousing, transport, stock level management and physical resource distribution, and
supervise their application.

Extended Description
Procurement Management processes define corporate procurement and logistics policies
and rules, for all purchases, warehousing, transport and physical resource distribution,
and supervise their application. These processes manage and control the acceptance of
goods from suppliers and any transport arrangements to deliver the goods to either
warehouses or site. They define the warehousing structure (centralized and/or
distributed) and the associated management policies to be applied to purchased goods.
The logistics/transport processes develop policies related to transport of purchased
material to warehousing, to site, etc. The stock/inventory management processes, in
conjunction with Asset Management processes which provide the inventory information
resource, develop corporate policies relating to locations of, and levels of, stock/inventory
holdings.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Corporate Procurement & Logistics Policies

Process Identifier: 1.3.5.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
define corporate procurement and logistics policies and rules, for all purchases,
warehousing, transport and physical resource distribution, and supervise their application.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Warehousing Policies

Process Identifier: 1.3.5.3.2

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
define the warehousing structure (centralized and/or distributed) and the associated
management policies to be applied to purchased goods.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Logistics/Transport Policies

Process Identifier: 1.3.5.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
develop policies related to transport of purchased material to warehousing, to site, etc.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Develop Stock/Inventory Management Policies

Process Identifier: 1.3.5.3.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
develop corporate policies, in conjunction with Asset Management processes which
provide the inventory information resource, relating to locations of, and levels of,
stock/inventory holdings.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Goods Acceptance & Handling

Process Identifier: 1.3.5.3.5

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
manage and control the acceptance of goods from suppliers and any transport
arrangements to deliver the goods to either warehouses or site.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.6.1 Corporate Communications &

Image Management

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Figure 293. Corporate Communications & Image Management decomposition into level 3 processes

Corporate Communications & Image Management

Process Identifier: 1.3.6.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Communicate the required messages to the market and industry about the overall
enterprise, and handle enquiries and other interactions with the mass media.

Extended Description
Corporate Communications & Image Management processes are responsible for
communicating the required messages to the market and industry about the overall
enterprise. These include promotion of the desired corporate image for the enterprise and
its general business and products. Areas such as sponsorship, corporate-level
advertising and general contact with industry bodies, and government and regulatory
agencies, are addressed here. These processes also assign spokespeople for marketing
topics and any corporate issues, develop specific messages for topics of concern to the
enterprise, manage message release approval, manage media interactions with
spokespeople, and monitor market reaction to messages and implement any necessary
changes or adaptations.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Promote Desired Corporate mage

Process Identifier: 1.3.6.1.1

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
promote the desired corporate image for the enterprise and its general business and
products. Areas such as sponsorship, corporate-level advertising and general contact
with industry bodies, and government and regulatory agencies, are addressed here.
Responsible for communicating the required messages to the market and industry about
the overall enterprise

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Spokespeople

Process Identifier: 1.3.6.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
assign spokespeople for marketing topics and any corporate issues; manage media
interactions with spokespeople

Extended Description
Not used for this process element.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Messaging

Process Identifier: 1.3.6.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
develop specific messages for topics of concern to the enterprise, and manage message
release approval, monitor market reaction to messages and implement any necessary
changes or adaptations.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.3.6.2 Community Relations Management

Figure 294. Community Relations Management decomposition into level 3 processes

Community Relations Management

Process Identifier: 1.3.6.2

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure the enterprise’s position within the community, or communities, within which it
operates.

Extended Description
Community Relations Management processes are responsible for ensuring the
enterprise’s position within the community, or communities, within which it operates. This
includes local activities with, and financial and other support for, schools, libraries,
hospitals, emergency services, etc; concern for the immediate environment; visibility at
local events; etc. This area also communicates the desired messages about the
enterprise to the community that the enterprise operates within, as well as to employees
from a global enterprise standpoint. These processes also handle contact with customer
interest groups and customer representatives, as well as dealing with public relations and
community relations contacts made to the enterprise. These processes also influence the
privacy policy for the enterprise.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Community Visibility

Process Identifier: 1.3.6.2.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Responsible for ensuring the enterprise’s position within the community, or communities,
within which it operates. This includes local activities with, and financial and other support
for, schools, libraries, hospitals, emergency services, etc; concern for the immediate
environment; visibility at local events; etc

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Communicate Community Messaging

Process Identifier: 1.3.6.2.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
communicates the desired messages about the enterprise to the community that the
enterprise operates within, as well as to employees from a global enterprise standpoint.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Handle Community Contacts

Process Identifier: 1.3.6.2.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
handle contact with customer interest groups and customer representatives, as well as
dealing with public relations and community relations contacts made to the enterprise.
These processes also influence the privacy policy for the enterprise.

Extended Description

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Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.6.3 Shareholder Relations

Management

Figure 295. Shareholder Relations Management decomposition into level 3 processes

Shareholder Relations Management

Process Identifier: 1.3.6.3

Process Context

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This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage the relationship between the enterprise and its shareholders.

Extended Description
Shareholder Relations Management processes manage the relationship between the
enterprise and its shareholders, consistent with all business, financial, legal, and
regulatory requirements. This includes incoming and outgoing communication with
shareholders.
Also included in these processes are the management and administration of employee
share and/or option plans. Note that the structure and level of employee share and/or
option plans is determined within the HR Policies and Practices processes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Shareholder Relations

Process Identifier: 1.3.6.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
manage the relationship between the enterprise and its shareholders, consistent with all
business, financial, legal, and regulatory requirements. This includes incoming and
outgoing communication with shareholders.

Extended Description

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Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Employee Share Plans

Process Identifier: 1.3.6.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
management and administration of employee share and/or option plans. Note that the
structure and level of employee share and/or option plans is determined within the HR
Policies and Practices processes.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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1.3.6.4 Regulatory Management

Figure 296. Regulatory Management decomposition into level 3 processes

Regulatory Management

Process Identifier: 1.3.6.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the enterprise complies with all existing government regulations

Extended Description
Regulatory Management processes ensure that the enterprise complies with all existing
government regulations. Additionally, this process is responsible for legally influencing
pending regulations and statutes for the benefit of the enterprise and to inform the
enterprise of potential consequences of pending legislation or regulations. In addition,
these processes are responsible for tariff filings as required.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Regulatory Compliance

Process Identifier: 1.3.6.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
ensure that the enterprise complies with all existing government regulations.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Handle Pending Regulations

Process Identifier: 1.3.6.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
responsible for legally influencing pending regulations and statutes for the benefit of the
enterprise and to inform the enterprise of potential consequences of pending legislation or
regulations.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

File Trariffs

Process Identifier: 1.3.6.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
responsible for tariff filings as required.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

1.3.6.5 Legal Management

Figure 297. Legal Management decomposition into level 3 processes

Legal Management

Process Identifier: 1.3.6.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Ensure that the enterprise complies with all relevant legal requirements.

Extended Description
Legal Management processes are responsible for ensuring that the enterprise complies
with all relevant legal requirements, including due diligence. They are also responsible for
carrying out legal requests within the enterprise, supporting the enterprise by providing
legal advice related to business decisions, and proactively notifying the enterprise of
relevant changes or trends that can effect the legal environment that the enterprise
operates within. These processes deal with any legal action taken on behalf of or against
the enterprise.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Ensure Legala Compliance

Process Identifier: 1.3.6.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
responsible for ensuring that the enterprise complies with all relevant legal requirements,
including due diligence.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Carry out Legal requests

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Process Identifier: 1.3.6.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
responsible for carrying out legal requests within the enterprise

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Provide Legal Advice

Process Identifier: 1.3.6.5.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
responsible for supporting the enterprise by providing legal advice related to business
decisions

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

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Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Notify Legal Environment Changes

Process Identifier: 1.3.6.5.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
responsible for proactively notifying the enterprise of relevant changes or trends that can
affect the legal environment that the enterprise operates within

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Legal Actions

Process Identifier: 1.3.6.5.5

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
deal with any legal action taken on behalf of or against the enterprise.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.6.6 Board & Shares/Securities

Management

Figure 298. Board & Shares/Securities Management decomposition into level 3 processes

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Board & Shares/Securities Management

Process Identifier: 1.3.6.6

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage all activities associated with Board administration and securities regulation.

Extended Description
The Board & Shares/Securities Management processes manage all activities associated
with Board administration and securities regulation. The Board Management processes
manage Board related activities, and communication of Board decisions throughout the
enterprise as required. Shares/Securities Management manages all activities associated
with securities/shares of the enterprise and any securities/company regulations impacting
on the company, including the administration and management of continuous
disclosure/announcements to the securities exchange and/or securities/company
regulator. These processes manage all activities associated with modifying the
capital/equity structure of the enterprise, including all logistics functions associated with
approaching the market for capital/increased equity. These processes manage and
administer the enterprise’s share/stock registry.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Board Related Activities

Process Identifier: 1.3.6.6.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
manage Board related activities, and communication of Board decisions throughout the
enterprise as required

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Shares/Securities

Process Identifier: 1.3.6.6.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
manage activities associated with securities/shares of the enterprise and any
securities/company regulations impacting on the company, including the administration
and management of continuous disclosure/announcements to the securities exchange
and/or securities/company regulator.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Capital/Equity Activities

Process Identifier: 1.3.6.6.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
manage all activities associated with modifying the capital/equity structure of the
enterprise, including all logistics functions associated with approaching the market for
capital/increased equity.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Share/Stock Registry

Process Identifier: 1.3.6.6.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
manage and administer the enterprise’s share/stock registry.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.7.1 HR Policies & Practices

Figure 299. HR Policies & Practices decomposition into level 3 processes

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HR Policies & Practices

Process Identifier: 1.3.7.1

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Support people management throughout the enterprise.

Extended Description
HR Policies & Practices include the processes that support people management
throughout the enterprise, e.g., performance appraisal, remuneration policies,
remuneration levels, allowances, benefits, occupational health and safety, equal
employment opportunity, compensation guidelines, code of conduct, hiring and
termination guidelines, employee satisfaction measurement and management, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Facilitate Performance Appraisal

Process Identifier: 1.3.7.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
support people management throughout the enterprise for performance appraisal

Extended Description

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Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Facilitate Remuneration Policies & Levels

Process Identifier: 1.3.7.1.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
support people management throughout the enterprise for remuneration policies,
remuneration levels

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Facilitate Allowances & Benefits

Process Identifier: 1.3.7.1.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
support people management throughout the enterprise for allowances, benefits,

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Facilitate Occupational Health & Safety

Process Identifier: 1.3.7.1.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
support people management throughout the enterprise for occupational health and safety

Extended Description
Not used for this process element.

Explanatory

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Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Facilitate Equal Employment Opportunity

Process Identifier: 1.3.7.1.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
support people management throughout the enterprise for equal employment opportunity

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Facilitate Compensation Guidelines

Process Identifier: 1.3.7.1.5

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Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
support people management throughout the enterprise for compensation guidelines

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Facilitate Code of Conduct

Process Identifier: 1.3.7.1.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
support people management throughout the enterprise for code of conduct

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Facilitate Hiring & Termination Guidelines

Process Identifier: 1.3.7.1.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
support people management throughout the enterprise for hiring and termination
guidelines

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Facilitate Employee Satisfaction Measurement & Management

Process Identifier: 1.3.7.1.8

Process Context

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This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
support people management throughout the enterprise for employee satisfaction
measurement and management

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.7.3 Workforce Strategy

Figure 300. Workforce Strategy decomposition into level 3 processes

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Workforce Strategy

Process Identifier: 1.3.7.3

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Drives overall enterprise workforce strategies, including their development and execution
at the individual business unit level.

Extended Description
Workforce Strategy processes drives overall enterprise workforce strategies, including
their development and execution at the individual business unit level. Workforce Strategy
processes include understanding the requirements of the business and defining the
competencies and skills required of the human resources. The processes define the
requirements for competency modeling, application of profiling, overall job design,
approach to employee satisfaction, etc. These processes create the strategies needed to
ensure that the correct type, quantity and quality of employees will be available in right
locations for future business. These processes, working with all areas of the enterprise,
determine the changes required in the enterprise’s workforce and the strategies required
to make the necessary changes.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Define Workforce Strategy Requirements

Process Identifier: 1.3.7.3.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
understand the requirements of the business; define the requirements for competency
modeling, application of profiling, overall job design, approach to employee satisfaction,
etc.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Create Workforce Strategy

Process Identifier: 1.3.7.3.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
define the competencies and skills required of the human resources; create the
strategies needed to ensure that the correct type, quantity and quality of employees will
be available in right locations for future business. and define the competencies and skills
required of the human resources

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Workforce Change

Process Identifier: 1.3.7.3.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
determine the changes required in the enterprise’s workforce and the strategies required
to make the necessary changes, working with all areas of the enterprise

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.7.4 Workforce Development

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Figure 301. Workforce Development decomposition into level 3 processes

Workforce Development

Process Identifier: 1.3.7.4

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Develop employees to meet the needs of the business.

Extended Description
Workforce Development processes focus on development of employees to meet the
needs of the business. These processes include competency modeling, skills
assessment, job and employee strength profiling, succession planning, training
development and delivery, career development, work design, employee recruitment, etc.
These processes support both the overall enterprise and the needs of individual business
units or functions.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional

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Reserved for future use.

Interactions
Reserved for future use.

Apply Competency Modeling

Process Identifier: 1.3.7.4.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Faciliiate development of employees to meet the needs of the business through
competency modeling. These processes support both the overall enterprise and the
needs of individual business units or functions.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Apply Skills Assessment

Process Identifier: 1.3.7.4.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

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Brief Description
Faciliiate development of employees to meet the needs of the business through skills
assessment. These processes support both the overall enterprise and the needs of
individual business units or functions.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Apply Strength Profiling

Process Identifier: 1.3.7.4.3

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
development of employees to meet the needs of the business through job and employee
strength profiling. These processes support both the overall enterprise and the needs of
individual business units or functions.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Optional
Reserved for future use.

Interactions
Reserved for future use.

Apply Succession Planning

Process Identifier: 1.3.7.4.4

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Faciliiate development of employees to meet the needs of the business through
succession planning. These processes support both the overall enterprise and the needs
of individual business units or functions.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Apply Training

Process Identifier: 1.3.7.4.5

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements

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for application within a specific organization or domain.

Brief Description
Faciliiate development of employees to meet the needs of the business through training
development and delivery. These processes support both the overall enterprise and the
needs of individual business units or functions.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Apply Career Development

Process Identifier: 1.3.7.4.6

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Faciliiate development of employees to meet the needs of the business through career
development. These processes support both the overall enterprise and the needs of
individual business units or functions.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory

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Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Apply Work Design

Process Identifier: 1.3.7.4.7

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Faciliiate development of employees to meet the needs of the business through work
design. These processes support both the overall enterprise and the needs of individual
business units or functions.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Apply Employee Recruitment

Process Identifier: 1.3.7.4.8

Process Context

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Faciliiate development of employees to meet the needs of the business through
employee recruitment. These processes support both the overall enterprise and the
needs of individual business units or functions.

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

1.3.7.5 Employee & Labor Relations

Management

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Figure 302. Employee & Labor Relations Management decomposition into level 3 processes

Employee & Labor Relations Management

Process Identifier: 1.3.7.5

Process Context
This process element represents part of the overall enterprise, modeled in business
process terms, and can be applied (ie “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Manage relationships with employees at an enterprise and employee group level.

Extended Description
Employee & Labor Relations Management processes focus on relationships with
employees at an enterprise and employee group level. Labor Relations processes include
definition of terms of employment, labor contracts development, union contract
negotiations, arbitration management, etc. Employee Relations processes cover a variety
of processes, e.g., counseling programs, interface to employee groups, employee
involvement in the community and charities in the name of the company, etc.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Employee Relations

Process Identifier: 1.3.7.5.1

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Employee Relations processes cover a variety of processes, e.g., counseling programs,

interface to employee groups, employee involvement in the community and charities in
the name of the company, etc. Employee Relations processes focus on relationships with
employees at an enterprise and employee group level

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

Optional
Reserved for future use.

Interactions
Reserved for future use.

Manage Labor Relations

Process Identifier: 1.3.7.5.2

Process Context
This process element represents part of the overall enterprise, modelled in business
process terms, and can be applied (i.e. “instantiated”) with other similar process elements
for application within a specific organization or domain.

Brief Description
Labor Relations processes include definition of terms of employment, labor contracts
development, union contract negotiations, arbitration management, etc. Labor Relations
processes focus on relationships with employees at an enterprise and employee group
level

Extended Description
Not used for this process element.

Explanatory
Reserved for future use.

Mandatory
Reserved for future use.

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Optional
Reserved for future use.

Interactions
Reserved for future use.

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Index
1 1.1.1.13 Charging .......................................... 338
1.1.1.1 CRM - Support & Readiness ................ 50 1.1.1.14 Manage Billing Events ..................... 344
1.1.1.1.1 Support Customer Interface 1.1.1.14.1 Enrich Billing Events ..................... 348
Management ................................................. 69
1.1.1.14.2 Guide Billing Events ...................... 351
1.1.1.1.10 Manage Customer Inventory ......... 118
1.1.1.14.3 Mediate Billing Events .................. 354
1.1.1.1.11 Manage Product Offering Inventory
1.1.1.14.4 Report Billing Event Records ........ 356
.................................................................... 124
1.1.1.15 Manage Balances ............................ 360
1.1.1.1.12 Manage Sales Inventory ............... 131
1.1.1.16 Customer Management ................... 364
1.1.1.1.13 Support Bill Invoice Management . 138
1.1.1.16.1 Enable Retention & Loyalty .......... 369
1.1.1.1.14 Support Bill Payments & Receivables
Management ............................................... 143 1.1.1.16.1.1 Build Customer Insight ............... 374
1.1.1.1.15 Support Bill Inquiry Handling ......... 147 1.1.1.16.1.2 Analyze & Manage Customer Risk
.................................................................... 376
1.1.1.1.2 Support Order Handling .................... 73
1.1.1.16.1.3 Personalize Customer Profile for
1.1.1.1.3 Support Problem Handling ................ 86
Retention & Loyalty .................................... 380
1.1.1.1.5 Support Retention & Loyalty ............. 95
1.1.1.16.1.4 Validate Customer Satisfaction . 384
1.1.1.1.6 Support Marketing Fulfillment ........... 97
1.1.1.16.2 Establish Customer Relationship .. 388
1.1.1.1.7 Support Selling ................................ 100
1.1.1.16.2.7 Acquire Customer Data ............. 394
1.1.1.1.8 Support Customer QoS/SLA ........... 105
1.1.1.17 Customer Information Management 397
1.1.1.1.9 Manage Campaign .......................... 114
1.1.1.18 Customer Interaction Management . 402
1.1.1.10 Bill Invoice Management .................. 271
1.1.1.18.9 Customer Interface Management . 410
1.1.1.10.1 Apply Pricing, Discounting,
1.1.1.18.9.1 Manage Contact ........................ 415
Adjustments & Rebates .............................. 275
1.1.1.18.9.2 Manage Request (Including Self
1.1.1.10.2 Create Customer Bill Invoice ........ 279
Service)....................................................... 417
1.1.1.10.3 Produce & Distribute Bill ............... 284
1.1.1.18.9.3 Analyze & Report on Customer . 421
1.1.1.11 Bill Payments & Receivables
1.1.1.18.9.4 Mediate & Orchestrate Customer
Management ............................................... 291
Interactions ................................................. 423
1.1.1.11.2 Manage Customer Payments ....... 295
1.1.1.3 Marketing Fulfillment Response ........ 151
1.1.1.11.3 Manage Customer Debt Collection
1.1.1.3.1 Issue & Distribute Marketing
.................................................................... 301
Collaterals ................................................... 153
1.1.1.12 Bill Inquiry Handling ......................... 308
1.1.1.3.2 Track Leads .................................... 156
1.1.1.12.1 Create Customer Bill Inquiry Report
1.1.1.4 Selling ................................................ 159
.................................................................... 316
1.1.1.4.1 Manage Prospect ............................ 166
1.1.1.12.2 Assess Customer Bill Inquiry Report
.................................................................... 319 1.1.1.4.2 Qualify & Educate Customer .......... 170
1.1.1.12.3 Authorize Customer Bill Invoice 1.1.1.4.3 Negotiate Sales/Contract ................ 173
Adjustment .................................................. 324
1.1.1.4.5 Cross/Up Selling ............................. 178
1.1.1.12.4 Track & Manage Customer Bill Inquiry
Resolution ................................................... 328 1.1.1.4.6 Develop Sales Proposal ................. 181

1.1.1.12.5 Report Customer Bill Inquiry ......... 335 1.1.1.4.7 Manage Sales Accounts ................. 185

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Business Process Framework (eTOM) R13.5

1.1.1.5 Order Handling ................................... 188 1.1.2.2.5 Test Service End-to-End................. 485
1.1.1.5.1 Determine Customer Order Feasibility 1.1.2.2.6 (Deleted) ......................................... 464
.................................................................... 196
1.1.2.2.7 Issue Service Orders ...................... 489
1.1.1.5.4 Track & Manage Customer Order
1.1.2.2.8 Report Service Provisioning ........... 494
Handling ...................................................... 198
1.1.2.3 Service Problem Management .......... 503
1.1.1.5.6 Issue Customer Orders ................... 202
1.1.2.3.1 Create Service Trouble Report ....... 512
1.1.1.5.7 Report Customer Order Handling ... 205
1.1.2.3.2 Diagnose Service Problem ............. 516
1.1.1.6 Problem Handling............................... 208
1.1.2.3.3 Correct & Resolve Service Problem
1.1.1.6.1 Isolate Customer Problem .............. 215
.................................................................... 522
1.1.1.6.2 Report Customer Problem .............. 220
1.1.2.3.4 Track & Manage Service Problem .. 527
1.1.1.6.3 Track & Manage Customer Problem
1.1.2.3.5 Report Service Problem.................. 533
.................................................................... 225
1.1.2.3.7 Survey & Analyze Service Problem
1.1.1.6.4 Close Customer Problem Report .... 230
.................................................................... 537
1.1.1.6.6 Correct & Recover Customer Problem
1.1.2.4 Service Quality Management............. 543
.................................................................... 235
1.1.2.4.1 Monitor Service Quality................... 551
1.1.1.7 Customer QoS/SLA Management ..... 238
1.1.2.4.2 Analyze Service Quality .................. 556
1.1.1.7.1 Assess Customer QoS/SLA
Performance ............................................... 245 1.1.2.4.3 Improve Service Quality.................. 559
1.1.1.7.2 Manage QoS/SLA Violation ............ 251 1.1.2.4.4 Report Service Quality Performance
.................................................................... 563
1.1.1.7.3 Report Customer QoS Performance
.................................................................... 255 1.1.2.4.5 Create Service Performance
Degradation Report .................................... 567
1.1.1.7.4 Create Customer QoS Performance
Degradation Report..................................... 259 1.1.2.4.6 Track & Manage Service Quality
Performance Resolution ............................. 570
1.1.1.7.5 Track & Manage Customer QoS
Performance Resolution ............................. 262 1.1.2.5 Service Guiding & Mediation ............. 577
1.1.2.1 SM&O Support & Readiness ............. 427 1.1.2.5.1 Mediate Service Usage Records .... 581
1.1.2.1.2 Enable Service Configuration & 1.1.3.1 RM&O Support & Readiness ............. 585
Activation .................................................... 435
1.1.3.1.1 Enable Resource Provisioning ....... 596
1.1.2.1.3 Support Service Problem Management
.................................................................... 443 1.1.3.1.2 Enable Resource Performance
Management ............................................... 605
1.1.2.1.4 Enable Service Quality Management
1.1.3.1.3 Support Resource Trouble
.................................................................... 449
Management ............................................... 614
1.1.2.2 Service Configuration & Activation ..... 457
1.1.3.1.4 Enable Resource Data Collection &
1.1.2.2.1 Design Solution ............................... 468 Distribution .................................................. 620
1.1.2.2.10 Recover Service ............................ 497 1.1.3.1.5 Manage Resource Inventory........... 625
1.1.2.2.2 Allocate Specific Service Parameters 1.1.3.1.7 Manage Logistics ............................ 629
to Services .................................................. 472
1.1.3.2 Resource Provisioning ....................... 634
1.1.2.2.3 Track & Manage Service Provisioning
1.1.3.2.1 Allocate & Install Resource ............. 644
.................................................................... 477
1.1.2.2.4 Implement, Configure & Activate 1.1.3.2.2 Configure & Activate Resource ...... 650
Service ........................................................ 481 1.1.3.2.3 Test Resource ................................ 654

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

1.1.3.2.5 Track & Manage Resource 1.1.4.1 S/PRM Support & Readiness ............ 802
Provisioning ................................................ 657
1.1.4.1.1 Support S/P Requisition Management
1.1.3.2.6 Report Resource Provisioning ........ 662 .................................................................... 812
1.1.3.2.8 Issue Resource Orders ................... 666 1.1.4.1.2 Support S/P Problem Reporting &
Management ............................................... 818
1.1.3.2.9 Recover Resource .......................... 670
1.1.4.1.3 Support S/P Performance
1.1.3.3 Resource Trouble Management ........ 676
Management ............................................... 824
1.1.3.3.1 Survey & Analyze Resource Trouble
1.1.4.1.4 Support S/P Settlements & Payments
.................................................................... 686
Management ............................................... 829
1.1.3.3.2 Localize Resource Trouble ............. 692
1.1.4.1.5 Support S/P Interface Management 832
1.1.3.3.3 Correct & Resolve Resource Trouble
1.1.4.1.6 Manage Supplier/Partner Inventory 836
.................................................................... 697
1.1.4.2 S/P Requisition Management ............ 841
1.1.3.3.4 Track & Manage Resource Trouble 703
1.1.4.2.1 Select Supplier/Partner ................... 849
1.1.3.3.5 Report Resource Trouble ................ 709
1.1.4.2.2 Determine S/P Pre-Requisition
1.1.3.3.7 Create Resource Trouble Report .... 712
Feasibility .................................................... 852
1.1.3.4 Resource Performance Management 716
1.1.4.2.3 Track & Manage S/P Requisition .... 856
1.1.3.4.1 Monitor Resource Performance ...... 724
1.1.4.2.5 Initiate S/P Requisition Order ......... 862
1.1.3.4.2 Analyze Resource Performance ..... 729
1.1.4.2.6 Report S/P Requisition ................... 865
1.1.3.4.3 Control Resource Performance ...... 732
1.1.4.2.7 Close S/P Requisition Order ........... 868
1.1.3.4.4 Report Resource Performance ....... 735
1.1.4.3 S/P Problem Reporting & Management
1.1.3.4.5 Create Resource Performance .................................................................... 871
Degradation Report..................................... 738
1.1.4.3.1 Initiate S/P Problem Report ............ 876
1.1.3.4.6 Track & Manage Resource
1.1.4.3.2 Receive S/P Problem Report .......... 879
Performance Resolution ............................. 741
1.1.4.3.3 Track & Manage S/P Problem
1.1.3.5 Resource Data Collection & Distribution
Resolution ................................................... 882
.................................................................... 748
1.1.4.3.4 Report S/P Problem Resolution ...... 887
1.1.3.5.1 Collect Management Information &
Data............................................................. 753 1.1.4.3.5 Close S/P Problem Report.............. 892
1.1.3.5.2 Process Management Information & 1.1.4.4 S/P Performance Management ......... 894
Data............................................................. 755
1.1.4.4.1 Monitor & Control S/P Service
1.1.3.5.3 Distribute Management Information & Performance ............................................... 900
Data............................................................. 760
1.1.4.4.2 Track & Manage S/P Performance
1.1.3.6 Resource Mediation & Reporting ....... 763 Resolution ................................................... 903
1.1.3.6.1 Mediate Resource Usage Records . 766 1.1.4.4.3 Report S/P Performance................. 908
1.1.3.7 Workforce Management ..................... 770 1.1.4.4.4 Close S/P Performance Degradation
Report ......................................................... 912
1.1.3.7.1 Manage Schedules & Appointments
.................................................................... 778 1.1.4.4.5 Initiate S/P Performance Degradation
Report ......................................................... 915
1.1.3.7.4 Plan and Forecast Workforce
Management ............................................... 783 1.1.4.5 S/P Settlements & Payments
Management ............................................... 917
1.1.3.7.5 Administer and Configure Workforce
Management ............................................... 786 1.1.4.6 S/P Interface Management ................ 921
1.1.3.7.9 Manage Work Order Lifecycle ........ 794

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

1.1.4.6.1 Manage S/P Requests (Including Self 1.2.1.5.1 Gather & Analyze New Product Ideas
Service) ....................................................... 925 .................................................................. 1027
1.1.4.6.2 Analyze & Report S/P Interactions .. 928 1.2.1.5.4 Develop Product Commercialization
Strategy .................................................... 1031
1.1.4.6.3 Mediate & Orchestrate
Supplier/Partner Interactions ...................... 931 1.2.1.5.5 Develop Detailed Product
Specifications............................................ 1033
1.2.1.1 Market Strategy & Policy .................... 935
1.2.1.5.7 Launch New Products ................... 1038
1.2.1.1.2 Establish Market Strategy ............... 939
1.2.1.5.8 Manage Product Exit .................... 1041
1.2.1.1.3 Establish Market Segments ............ 943
1.2.1.6 Sales Development .......................... 1045
1.2.1.1.4 Link Market Segments & Products .. 947
1.2.1.6.1 Monitor Sales & Channel Best Practice
1.2.1.1.5 Gain Commitment to Marketing
.................................................................. 1049
Strategy ....................................................... 950
1.2.1.6.2 Develop Sales & Channel Proposals
1.2.1.2 Product & Offer Portfolio Planning ..... 953
.................................................................. 1051
1.2.1.2.1 Gather & Analyze Product Information
1.2.1.6.3 Develop New Sales Channels &
.................................................................... 957
Processes ................................................. 1054
1.2.1.2.2 Establish Product Portfolio Strategy960
1.2.1.7 Product Marketing Communications &
1.2.1.2.3 Produce Product Portfolio Business Promotion ................................................. 1058
Plans ........................................................... 962
1.2.1.7.4 Develop Promotional Collateral .... 1064
1.2.1.2.4 Gain Commitment to Product Business
1.2.1.7.5 Manage Message & Campaign
Plans ........................................................... 970
Delivery ..................................................... 1067
1.2.1.3 Product & Offer Capability Delivery ... 974
1.2.1.7.6 Monitor Message & Campaign
1.2.1.3.1 Define Product Capability Effectiveness ............................................ 1069
Requirements .............................................. 980
1.2.2.1 Service Strategy & Planning ............ 1073
1.2.1.3.2 Capture Product Capability Shortfalls
1.2.2.1.1 Gather & Analyze Service Information
.................................................................... 983
.................................................................. 1081
1.2.1.3.3 Approve Product Business Case .... 987
1.2.2.1.2 Manage Service Research ........... 1085
1.2.1.3.4 Deliver Product Capability ............... 990
1.2.2.1.3 Establish Service Strategy & Goals
1.2.1.3.5 Manage Handover to Product .................................................................. 1088
Operations .................................................. 993
1.2.2.1.4 Define Service Support Strategies 1095
1.2.1.3.6 Manage Product Capability Delivery
1.2.2.1.5 Produce Service Business Plans .. 1098
Methodology ............................................... 996
1.2.2.1.6 Develop Service Partnership
1.2.1.4 Marketing Capability Delivery ............ 999
Requirements ........................................... 1103
1.2.1.4.1 Define Marketing Capability
1.2.2.1.7 Gain Enterprise Commitment to
Requirements ............................................ 1004
Service Strategies .................................... 1106
1.2.1.4.2 Gain Marketing Capability Approval
1.2.2.2 Service Capability Delivery .............. 1110
.................................................................. 1007
1.2.2.2.1 Map & Analyze Service Requirements
1.2.1.4.3 Deliver Marketing Infrastructure .... 1010
.................................................................. 1117
1.2.1.4.4 Manage Handover to Marketing
1.2.2.2.2 Capture Service Capability Shortfalls
Operations ................................................ 1013
.................................................................. 1120
1.2.1.4.5 Manage Marketing Capability Delivery
1.2.2.2.3 Gain Service Capability Investment
Methodology ............................................. 1017
Approval.................................................... 1124
1.2.1.5 Product & Offer Development &
1.2.2.2.4 Design Service Capabilities .......... 1127
Retirement ................................................ 1019

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

1.2.2.2.5 Enable Service Support & Operations 1.2.3.3.1 Gather & Analyze New Resource Ideas
.................................................................. 1130 .................................................................. 1236
1.2.2.2.7 Manage Handover to Service 1.2.3.3.3 Develop New Resource Business
Operations ................................................ 1134 Proposal.................................................... 1240
1.2.2.3 Service Development & Retirement . 1137 1.2.3.3.4 Develop Detailed Resource
Specifications............................................ 1243
1.2.2.3.1 Gather & Analyze New Service Ideas
.................................................................. 1144 1.2.3.3.5 Manage Resource Development .. 1247
1.2.2.3.3 Develop New Service Business 1.2.3.3.6 Manage Resource Deployment .... 1252
Proposal .................................................... 1147
1.2.3.3.7 Manage Resource Exit ................. 1256
1.2.2.3.4 Develop Detailed Service
1.2.4.1 Supply Chain Strategy & Planning .. 1260
Specifications ............................................ 1150
1.2.4.1.1 Gather & Analyze Supply Chain
1.2.2.3.5 Manage Service Development ...... 1155
Information ................................................ 1265
1.2.2.3.6 Manage Service Deployment ........ 1160
1.2.4.1.2 Establish Supply Chain Strategy &
1.2.2.3.7 Manage Service Exit ..................... 1164 Goals ........................................................ 1269
1.2.3.1 Resource Strategy & Planning ......... 1168 1.2.4.1.3 Define Supply Chain Support
Strategies.................................................. 1274
1.2.3.1.1 Gather & Analyze Resource
Information ................................................ 1175 1.2.4.1.4 Produce Supply Chain Business Plans
.................................................................. 1277
1.2.3.1.2 Manage Resource Research ........ 1179
1.2.4.1.5 Gain Enterprise Commitment to Supply
1.2.3.1.3 Establish Resource Strategy &
Chain Plans .............................................. 1281
Architecture ............................................... 1182
1.2.4.2 Supply Chain Capability Delivery .... 1284
1.2.3.1.4 Define Resource Support Strategies
.................................................................. 1187 1.2.4.2.1 Determine the Sourcing Requirements
.................................................................. 1291
1.2.3.1.6 Develop Resource Partnership
Requirements ............................................ 1190 1.2.4.2.2 Determine Potential Suppliers/Partners
.................................................................. 1295
1.2.3.1.7 Gain Enterprise Commitment to
Resource Plans ......................................... 1194 1.2.4.2.3 Manage the Tender Process ........ 1297
1.2.3.2 Resource Capability Delivery ........... 1197 1.2.4.2.4 Gain Tender Decision Approval .... 1300
1.2.3.2.1 Map & Analyze Resource 1.2.4.2.5 Negotiate Commercial Arrangements
Requirements ............................................ 1205 .................................................................. 1303
1.2.3.2.2 Capture Resource Capability Shortfalls 1.2.4.2.6 Gain Approval for Commercial
.................................................................. 1208 Arrangements ........................................... 1306
1.2.3.2.3 Gain Resource Capability Investment 1.2.4.3 Supply Chain Development & Change
Approval .................................................... 1211 Management ............................................. 1308
1.2.3.2.4 Design Resource Capabilities ....... 1214 1.2.4.3.1 Manage Supplier/Partner Engagement
.................................................................. 1314
1.2.3.2.5 Enable Resource Support &
Operations ................................................ 1218 1.2.4.4 S/P (sourced) Capability Development &
Retirement ................................................ 1318
1.2.3.2.6 Manage Resource Capability Delivery
.................................................................. 1221 1.2.4.4.1 On-board Supplier/ Partner Capability
.................................................................. 1321
1.2.3.2.7 Manage Handover to Resource
Operations ................................................ 1225 1.2.4.4.2 Off-board Supplier/ Partner Capability
.................................................................. 1325
1.2.3.3 Resource Development & Retirement
.................................................................. 1229 1.3.1.1 Strategic Business Planning ............ 1328

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

1.3.1.2 Business Development .................... 1331 Activate Service ............................................. 484

1.3.1.3 Enterprise Architecture Management Add Billing Event Data ................................... 349
.................................................................. 1336
Address Order Handling infrastructure Issues . 79
1.3.1.4 Group Enterprise Management ........ 1342
Adjust Durations............................................. 785
1.3.2.1 Business Continuity Management ... 1347
Administer and Configure Workforce
1.3.2.2 Security Management ...................... 1352 Management ....................................... 776, 787
1.3.2.3 Fraud Management .......................... 1363 Administer Commercial Arrangement for
Production and Distribution Capability ....... 287
1.3.2.4 Audit Management ........................... 1366
Administer Commercial Arrangement for Third
1.3.2.5 Insurance Management ................... 1371
Party Supplier ............................................. 300
1.3.2.6 Revenue Assurance Management... 1375
Administer Customer Payment Processes .... 146
1.3.2.6.2 Manage Revenue Assurance
Administer Human Resources Catalog.......... 790
Operations ................................................ 1380
Administer Organizations Catalog ................. 792
1.3.3.3 Program & Project Management ..... 1389,
1392 Administer Overdue Invoice Follow-Up ......... 303
1.3.3.4 Enterprise Performance Assessment Administer Registration and Access .............. 791
.................................................................. 1396
Administer the Tender Process ................... 1300
1.3.4.2 Research Management .................... 1401
Administer Tools and Materials Catalog ........ 794
1.3.4.3 Technology Scanning ...................... 1404
Aggregate Information/Data ........................... 758
1.3.5.3 Procurement Management .............. 1407
Aggregate Items For Charging ...................... 342
1.3.6.1 Corporate Communications & Image
Aggregate QoS Performance Analysis .......... 109
Management ............................................. 1412
Agree Marketing Infrastructure Requirements
1.3.6.2 Community Relations Management . 1416
.................................................................. 1006
1.3.6.3 Shareholder Relations Management1419
Agree Product Infrastructure Requirements .. 982
1.3.6.4 Regulatory Management .................. 1422
Agree Resource Infrastructure Requirements
1.3.6.5 Legal Management .......................... 1425 .................................................................. 1207
1.3.6.6 Board & Shares/Securities Management Agree Service Infrastructure Requirements 1119
.................................................................. 1429
Agree Service Outages .................................. 111
1.3.7.1 HR Policies & Practices ................... 1434
Allocate & Install Resource .................... 636, 645
1.3.7.3 Workforce Strategy .......................... 1441
Allocate Resource .......................................... 648
1.3.7.4 Workforce Development .................. 1444
Allocate Service Parameters ......................... 476
1.3.7.5 Employee & Labor Relations
Allocate Specific Service Parameters to
Management ............................................. 1451
Services .............................................. 460, 473
A
Analyze & Manage Customer Risk ........ 371, 378
Abate Alarm Event Records .......................... 690
Analyze & Report on Customer ............. 413, 422
Abate Service Alarm Event Records .............. 541
Analyze & Report S/P Interactions ........ 923, 929
Accept Order Handling Infrastructure .............. 79
Analyze and Decompose Work Order ........... 798
Acquire Customer Data ..........................393, 396
Analyze Bill Inquiry Trend .............................. 150
Acquire Customer Data (Deleted) .................. 164
Analyze Billing Trend ..................................... 142
Activate Resource .......................................... 653
Analyze Customer Payment Trend ................ 145

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Analyze Customer Requests & Contacts ....... 421 Apply Competency Modeling ....................... 1445
Analyze Customer Trends.............................. 178 Apply Employee Recruitment ...................... 1450
Analyze Detailed Bill Inquiry........................... 326 Apply Pricing, Discounting, Adjustments &
Rebates .............................................. 272, 276
Analyze Insurance Cost/Benefits ................. 1373
Apply Pricing, Discounting, Adjustments &
Analyze Market Segment purchase and issues
Rebates to Customer Account.................... 278
.................................................................... 949
Apply Rate Level Discounts ........................... 341
Analyze Message & Campaign Metrics ....... 1072
Apply Skills Assessment .............................. 1446
Analyze new resource requirements ............ 1177
Apply Strength Profiling ............................... 1446
Analyze new service directions/enhance existing
service ....................................................... 1083 Apply Succession Planning ......................... 1447
Analyze Potential Suppliers/Partners ........... 1296 Apply Work Design ...................................... 1449
Analyze Product Information .......................... 959 Approve Order Handling Procedues ................ 78
Analyze Prospect Needs ................................ 166 Approve Product Business Case ........... 976, 987
Analyze QoS Violation ................................... 252 Approve Resource Capability Investment ... 1213
Analyze Resource Classes .......................... 1238 Approve Service Capability Investment ....... 1126
Analyze Resource Performance ............719, 729 Approve Supplier/Partner Engagement ....... 1317
Analyze S/P Service Performance Data ........ 902 Approve Tender Decisions .......................... 1302
Analyze S/P Settlements & Payments Process Archive Customer Data .................................. 401
Performance ............................................... 832
Arrange and Manage Access for S/P to Service
Analyze Service Classes.............................. 1146 Performance Mgmt. Tools and Processes . 826
Analyze service growth ................................ 1084 Arrange and Manage Access for S/P to Service
Provider Problem Mgmt. Tools and Processes
Analyze Service Quality .........................545, 557
.................................................................... 820
Analyze supplier/partner industry ................. 1268
Arrange and Manage Access from S/P to
Analyze Supplier/Partner Interactions ............ 930 Service Provider Provisioning Tools and
Processes ................................................... 813
Analyze to develop new commercial practise
.................................................................. 1267 Arrange and Manage Access to Supplier/Partner
Service Performance Mgmt. Tools and
Analyze to develop new service requirements Processes ................................................... 827
.................................................................. 1083
Arrange and Manage Access to Supplier/Partner
Analyze to develop new/enhance resource
Tools and Processes .......................... 814, 821
requirements ............................................. 1178
Arrange Facilities, Tools and Systems to
Analyzing S/P Performance Processes's
Support Processes ..................................... 831
Performance ............................................... 829
Ascertain Customer Requirements ................ 181
Analyzing S/P Problem Processes Performance
.................................................................... 823 Asses impact of service business plan ........ 1101
Analyzing S/P Requisition Processes Assess and Investigate Customer Bill Inquiry 322
Performance ............................................... 818
Assess and Report Resource Performance
Apply Training ............................................. 1448 Management Processes ............................. 612
Apply Agreed Customer Bill Adjustment ........ 278 Assess and Report Service Quality Management
Processes ................................................... 456
Apply Audit Mechanisms Proactively ........... 1370
Assess Customer Bill Inquiry Report ..... 310, 320
Apply Career Development .......................... 1448

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Assess Customer Order ................................. 203 Build a unified customer view ........................ 402
Assess Customer QoS/SLA Performance .... 240, Build Customer Insight ........................... 370, 375
246
Business Continuity Management ............... 1347
Assess Operatonal Activities........................ 1368
Business Development ................................ 1331
Assess Performance of Existing Products ... 1024
C
Assess Performance of Existing Resources 1231
Calculate Service/Product Value (Deleted) ... 343
Assess Performance of Existing Services ... 1139
Cancel Customer Bill Inquiry ......................... 332
Assess Potential Development & Risk ........... 172
Cancel Customer Bill Inquiry (Deleted) ......... 318
Assess Resource Request ............................. 668
Cancel Customer Problem ............................. 228
Assess Revenue Assurance Trouble ........... 1384
Cancel Customer QoS Report ....................... 268
Assess S/P Delivery Capabilities ................... 853
Cancel Resource Performance Degradation
Assess S/P Interface Performance ................ 835 Report ......................................................... 745
Assess Service Request ................................ 491 Cancel Resource Trouble .............................. 706
Assess Strategic Impacts ............................... 172 Cancel S/P Performance Degradation Report
.................................................................... 905
Assess Technology Acquisition.................... 1407
Cancel S/P Problem Report ........................... 884
Assign Billing Event Price .............................. 350
Cancel S/P Requisition Orders ...................... 858
Assign Customer Bill Inquiry Analysis and
Adjustment Activities ................................... 331 Cancel Service Performance Degradation
Report ......................................................... 574
Assign Prospect to Sales Channel ................. 168
Cancel Service Problem ................................ 530
Assign Service Provisioning Activity .............. 478
Capacity Plan Order Handling Infrastructure ... 76
Assign Task .................................................... 799
Capture & Record Customer Data ................. 397
Assign Task and Dispatch Task (Deleted) ..... 774
Capture Marketing Infrastructure Requirements
Assist Trend Analysis Development .............. 110
.................................................................. 1005
Assist with Security Mangement Deployment
Capture Product Capability Shortfalls .... 976, 984
.................................................................. 1359
Capture Product Capacity Shortfalls.............. 985
Audit Management ....................................... 1366
Capture Product Infrastructure Requirements
Audit Management and Security Data Collection
.................................................................... 981
& Distribution ............................................... 752
Capture Product Operational Support Shorfalls
Authenticate User ........................................... 408
.................................................................... 986
Authorize Credit ............................................. 190
Capture Product Performance Shortfalls ....... 985
Authorize Customer Bill Invoice Adjustment . 311,
Capture Resource Capability Shortfalls ...... 1199,
324
1208
Authorize Transaction Based on Balance ...... 364
Capture Resource Capacity Shortfalls......... 1209
B
Capture Resource Demand & Performance
Bill Inquiry Handling ....................................... 308 Requirements ........................................... 1206
Bill Invoice Management ................................ 271 Capture Resource Operational Support Shorfalls
.................................................................. 1210
Bill Payments & Receivables Management ... 291
Capture Resource Performance Shortfalls .. 1209
Board & Shares/Securities Management ..... 1430
Capture Service Capability Shortfalls 1114, 1121

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Capture Service Capacity Shortfalls ............ 1122 Close Service Trouble Report ........................ 510
Capture Service Demand & Performance Close Work Order .......................................... 799
Requirements ............................................ 1118
Close Work Order (Deleted) .......................... 778
Capture Service Operational Support Shorfalls
Collect Customer Payment ............................ 298
.................................................................. 1123
Collect Customer Personalization Information
Capture Service Performance Shortfalls ...... 1122
.................................................................... 381
Capture Service Test Results ........................ 488
Collect Management and Security Information &
Capture Sourcing Requirements .................. 1293 Data .................................................... 749, 753
Capture Test Results ..................................... 657 Collect QoS Information ................................. 247
Carry out Legal requests .............................. 1427 Collect S/P Service Performance Data .......... 901
Carry Out Performance Reviews ................... 250 Collect, Update & Report Resource
Configuration Data (Deleted) ...................... 639
Charging ......................................................... 339
Commence Resource Recovery .................... 674
Check Interface List,Status and Availability ... 834
Commence Service Recovery ....................... 501
Check QoS Thresholds Met ........................... 248
Commit & Approve Cmmercial Arrangements
Clean-ip & Archive Customer Identifying
.................................................................. 1307
Information .................................................. 392
Communicate Business Plans ....................... 970
Clear Customer QoS Report Status ............... 270
Communicate Community Messaging ......... 1418
Clear Resource Performance Degradation
Report Status .............................................. 746 Communicate Service improvement Opportunity
.................................................................... 234
Clear Service Performance Degradation Report
Status .......................................................... 575 Community Relations Management............. 1416
Close Customer Bill Inquiry Report ................ 315 Complete and Validate Customer Problem
Report ......................................................... 233
Close Customer Interaction............................ 407
Complete Customer Bill Inquiry Assessment 323
Close Customer Order ................................... 195
Complete Customer Order ............................. 192
Close Customer Problem Report ...........213, 232
Complete Resource Recovery ....................... 675
Close Customer QoS Performance Degradation
Report ......................................................... 244 Complete Service Recovery .......................... 502
Close Request ................................................ 420 Configure & Activate Resource .............. 638, 650
Close Resource Order ................................... 641 Configure Logging and Audit ......................... 793
Close Resource Performance Degradation Configure Resource ....................................... 651
Report ......................................................... 724
Configure Schedules ..................................... 789
Close Resource Trouble Report .................... 684
Configure Service .......................................... 483
Close Revenue Assurance Trouble Report . 1388
Configure Skill Catalog .................................. 787
Close S/P Performance Degradation Report 898,
Configure Work Catalog ................................ 789
912
Confirm Distribution and Clean-up................. 762
Close S/P Problem Report .....................876, 892
Contact Customer (on regular basis) ............. 185
Close S/P Requisition Order ..................847, 869
Contact Customer for Feedback .................... 231
Close Service Order ....................................... 466
Control Customer Inventory Access .............. 121
Close Service Performance Degradation Report
.................................................................... 551 Control Product Offering Inventory Access ... 128

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Control Resource Performance..............720, 733 Corporate Communications & Image

Management ............................................. 1413
Control Sales Inventory Access ..................... 135
Correct & Recover Customer Problem .. 214, 236
Convert Customer Bill Inquiry ........................ 318
Correct & Resolve Resource Trouble .... 681, 698
Convert QoS Information ............................... 247
Correct & Resolve Service Problem ...... 506, 523
Convert Report To Resource Performance
Degradation Report Format ........................ 740 Correlate Resource Alarm Event Notifications
.................................................................... 689
Convert Report To Service Problem Format. 516
Correlate Resource Performance Event
Convert Report To Resource Trouble Format715
Notifications ................................................ 728
Convert Report To Service Performance
Correlate Resource Usage Records .............. 769
Degradation Report Format ........................ 569
Correlate Service Alarm Event Notifications .. 540
Convert Report To Service Problem Format.. 514
Correlate Service Performance Event
Convert Resource Usage Records ................ 768
Notifications ................................................ 555
Convert Service Usage Record ..................... 583
Correlate Service Usage Record ................... 584
Co-ordinate Architecture Review ................. 1342
Correlate the Performance Problem Reports &
Co-ordinate Billing Insertion ........................... 285 Manage Inventory Resitory......................... 610
Co-ordinate Business Activities ................... 1346 Correlate the Service Performance Problem
Reports & Manage Inventory Repository ... 453
Co-ordinate Business Continuity .................. 1349
Creat Actionable Strategy ............................ 1329
Coordinate Customer Bill Inquiry Analysis and
Adjustment Activities ................................... 330 Create Customer Bill Inquiry Report ...... 309, 316
Coordinate Customer Problem ...................... 227 Create Customer Bill Invoice ................. 273, 280
Co-ordinate Customer QoS Analysis, Restoratin Create Customer Interaction .......................... 405
& Repair ...................................................... 265
Create Customer Order ................................. 177
Co-ordinate Enterprise Architecture ............. 1338
Create Customer Problem Report ................. 213
Co-ordinate Marketing Capability Delivery... 1011
Create Customer QoS Performance
Co-ordinate Marketing Operational Handover Degradation Report ............................ 243, 259
.................................................................. 1015
Create Customer QoS Report ....................... 260
Co-ordinate Product Business Plans ............. 964
Create Customer Record ............................... 398
Co-ordinate Product Capability Delivery ........ 991
Create Report ................................................ 617
Co-ordinate Product Operational Handover... 994
Create Resource Orders ................................ 668
Co-ordinate Resource Capability Delivery ... 1222
Create Resource Performance Degradation
Co-ordinate Resource Operational Handover Report ................................................. 721, 738
.................................................................. 1227
Create Resource Trouble Report ........... 685, 713
Coordinate Resource Performance ............... 743
Create Revenue Assurance Trouble Report 1383
Coordinate Resource Provisioning Activity .... 658
Create S/P Performance Degration Report ... 916
Coordinate Resource Trouble ........................ 704
Create Sales Proposals ............................... 1053
Co-ordinate Service Operational Handover . 1135
Create Service Orders ................................... 492
Coordinate Service Problem .......................... 529
Create Service Performance Degradation
Coordinate Service Quality ............................ 572 Report ................................................. 548, 567
Create Service Trouble Report .............. 504, 513

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Create Workforce Strategy........................... 1442 Define Secuirty Management Policies &

Procedures ............................................... 1357
CRM - Support & Readiness ............................ 50
Define Security Management Analysis ........ 1358
Cross/Up Selling ....................................164, 179
Define Security Management policies &
Customer Information Management .............. 399
procedures to facilitate detection incidents
Customer Interaction Management ................ 404 .................................................................. 1359
Customer Interface Management ..........410, 411 Define Security Management Prevention .... 1355
Customer Management.................................. 366 Define Service Capability Requirements ..... 1128
Customer QoS/SLA Management ................. 239 Define service research assesment
methodologies .......................................... 1088
Customize Marketing Collateral ..................... 156
Define Service Support performance standards
D
.................................................................. 1097
De-duplicate Customer Identity ...................... 394 Define service support Policies .................... 1097
Define Alternative/Customized Solutions ....... 170
Define service support Principles ................ 1096
Define Audit Mechanims .............................. 1368
Define Service Support Strategies..... 1077, 1095
Define Audit Policy ....................................... 1367
Define Supply Chain Support performance
Define Billing Cycle ........................................ 141 standards .................................................. 1276
Define Enterprise Performance Measures ... 1398 Define Supply chain support Policies .......... 1276
Define Incident Management policies and Define Supply Chain support Principles ...... 1275
procedures ................................................ 1361
Define Supply Chain Support Strategies .... 1263,
Define Marketing Capability Delivery 1274
Methodology ............................................. 1018
Define Warehousing Policies ....................... 1409
Define Marketing Capability Requirements. 1000, Define Workforce Strategy Requirements ... 1442
1004
Deliver Electronic Invoice .............................. 281
Define Monitoring to Facilitate Security
Management ............................................. 1356 Deliver Invoice Information ............................ 287
Define overall product portfolios structure ..... 961 Deliver Management Information................... 755
Define Processes & Channels ..................... 1057 Deliver Marketing Infrastructure ......... 1002, 1011
Define Product Capability Delivery Methodology Deliver Product Capability ..................... 977, 990
.................................................................... 997
Deliver Program/Project Methodologies &
Define Product Capability Requirements ...... 975, Support ..................................................... 1393
980
Design & Develop Invoicing Process ............. 143
Define Product Marketing Promotion Strategy
Design Resource Capabilities ............ 1201, 1215
.................................................................. 1059
Design Resource Operational Support Process
Define Resource Capability Requirements .. 1215
Improvements ........................................... 1219
Define Resource research assesment
Design Service Capabilities ............... 1115, 1127
methodologies ........................................... 1182
Design Service Operational Support Process
Define Resource Support performance
Improvements ........................................... 1131
standards .................................................. 1189
Design Solution ...................................... 459, 468
Define Resource support Policies ................ 1189
Detect Change on S/P Inventory Infrastructure
Define Resource support Principles ............. 1188
and Update ......................................... 823, 828
Define Resource Support Strategies .1174, 1187

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Detect impact on S/P Inventory Infrastructure Develop and Implement Service Infrastructure
and Update ................................................. 817 Capacity and Operational Rules and
Procedures ................................................. 438
Detect Order Handling infrastructure Shortfalls
...................................................................... 81 Develop and Implement Capacity and
Operational Rules and Procedures ............ 600
Detect Potential Security Threats & Violations
.................................................................. 1361 Develop Concepts for Revenue Streams .... 1332
Determine extent of resource capabilities Develop Contact ............................................ 417
sourcing .................................................... 1193
Develop Contacts & Leads ............................ 186
Determine extent of service aspect sourcing
Develop Detailed Product Customer Manuals
.................................................................. 1106
.................................................................. 1037
Determine Actionable Patterns .................... 1093
Develop Detailed Product Operational
Determine Automated Bill Adjustment ........... 325 Specifications............................................ 1036
Determine Bill Inquiry Handling Capability ..... 148 Develop Detailed Product Performance
Specifications............................................ 1035
Determine Bill Invoice Management Capability
.................................................................... 139 Develop Detailed Product Specifications .... 1022,
1034
Determine Bill Payments & Receivables
Management Capability .............................. 145 Develop Detailed Product Technical
Specifications............................................ 1035
Determine Business Value of Potential
Technology ............................................... 1406 Develop Detailed Resource Manuals .......... 1246
Determine Customer Order Feasibility ...189, 197 Develop Detailed Resource Operational
Specifications............................................ 1245
Determine Customer Risk .............................. 379
Develop Detailed Resource Specifications . 1233,
Determine Potential Suppliers/Partners ...... 1287,
1243
1295
Develop Detailed Resource Support
Determine Recipients for Information/Data .... 757
Specifications............................................ 1245
Determine Required Customer Data .............. 395
Develop Detailed Resource Technical
Determine Resource Availability .................... 646 Specifications............................................ 1244
Determine S/P Pre-Requisition Feasibility .... 844, Develop Detailed Service Customer Manuals
852 .................................................................. 1154
Determine Service Parameter Availability...... 474 Develop Detailed Service Design .................. 471
Determine Service Strategy Perspective ..... 1094 Develop Detailed Service Operational
Specifications............................................ 1153
Determine Support for Customer Requirements
.................................................................... 183 Develop Detailed Service Specifications .... 1140,
1151
Determine the Sourcing Requirements ....... 1286,
1292 Develop Detailed Service Support Specifications
.................................................................. 1152
Determine Work Schedule ............................. 780
Develop Detailed Service Technical
Develop & Deliver annual/multi year service
Specifications............................................ 1152
business plans .......................................... 1099
Develop External Relationships ................... 1056
Develop & Deliver annual/multi year supply
chain business plans................................. 1279 Develop Logistics/Transport Policies ........... 1410
Develop & Negotiate Non-standard Terms & Develop Marketing Capability Business Case
Conditions ................................................... 175 .................................................................. 1009
Develop Message & Campaign Metrics....... 1070

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Develop New Opportunity Concepts ............ 1030 Develop Sales & Channel Proposals . 1047, 1052
Develop New Product Business Proposal ... 1022 Develop Sales & Channel Requirements .... 1050
Develop New Resource Business Proposal1232, Develop Sales Proposal ........................ 165, 182
1240
Develop Service & Operational Agreements for
Develop New Sales Channels & Processes Resources................................................. 1250
........................................................1048, 1055
Develop Service & Operational Agreements for
Develop New Service Business Proposal ... 1140, Services .................................................... 1158
1148
Develop Service Business Proposal ............ 1149
Develop Outline Market Strategy ................... 966
Develop Service Capability Investment
Develop Overall Service Design .................... 470 Proposals .................................................. 1125
Develop Product & Campaign Message ...... 1060 Develop Service Classes ............................. 1147
Develop Product Business Case ................... 988 Develop Service Implementation Plan ........... 470
Develop Product Commercialization Case .. 1032 Develop Service Improvement Plans ............. 562
Develop Product Commercialization Strategy Develop Service Partnership Requirements
........................................................1025, 1031 ........................................................ 1079, 1103
Develop Product Operational Requirements . 968 Develop Service Recovery Plan .................... 499
Develop Product Performance Requirements968 Develop Service Strategy ............................ 1091
Develop Product Portfolio Forecasts ............. 964 Develop Service Supplier/Partner Operational
Support ..................................................... 1162
Develop Product Pricing Strategy .................. 966
Develop Service Test Plans ........................... 488
Develop Product Transition Strategies ........ 1043
Develop Stock/Inventory Management Policies
Develop Promotional Collateral .........1062, 1064
.................................................................. 1411
Develop Proposal against Customer
Develop Supply Chain Strategy ................... 1272
Requirements .............................................. 184
Develop Test Plans ........................................ 656
Develop Required Processes & Procedures for
Resources ................................................. 1249 Diagnose Service Problem .................... 505, 517
Develop Required Processes & Procedures for Dispatch Task ................................................ 802
Services .................................................... 1157
Distribute Billing Event ................................... 353
Develop Resource Business Proposal ......... 1241
Distribute Customer Problem Management
Develop Resource Capability Investment Reports & Summaries ................................ 224
Proposals .................................................. 1211
Distribute Customer Problem Notifications .... 221
Develop Resource Classes .......................... 1239
Distribute Customer QoS/SLA Management
Develop Resource Partnership Requirements Reports & Summaries ................................ 258
........................................................1174, 1191
Distribute Information/Data ............................ 761
Develop Resource Recovery Plan ................. 672
Distribute Management and Security Information
Develop Resource Strategy ......................... 1185 & Data ................................................. 751, 760
Develop Resource Supplier/Partner Operational Distribute Management Reports & Summaries
Support ..................................................... 1255 .................................................................... 712
Develop Resource Transition Strategies .... 1166, Distribute Notifications ................................... 711
1258
Distribute Resource Order Notification .......... 664
Develop Revenue/Cost Projections ............... 967
Distribute Resource Provisioning Reports ..... 665

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Distribute Resource Quality Management Ensure Customer Personalization Opportunities

Reports & Summaries ................................. 737 .................................................................... 383
Distribute S/P Performance Management Ensure Customer QoS/SLA Capability .......... 107
Reports ....................................................... 911
Ensure Legala Compliance .......................... 1426
Distribute S/P Performance Management
Ensure Marketing Capability Benefits .......... 1013
Summaries .................................................. 911
Ensure Marketing Fulfillment Capability .......... 99
Distribute Service Order Notification .............. 496
Ensure Marketing Handover Support .......... 1016
Distribute Service Problem Management
Reports & Summaries ................................. 536 Ensure Order Handling Capability ................... 75
Distribute Service Problem Notifications ........ 535 Ensure Product Capability Benefits &
Operational Costs ....................................... 992
Distribute Service Provisioning Reports ......... 496
Ensure Product Handover Support ................ 995
Distribute Service Quality Management Reports
& Summaries .............................................. 566 Ensure Product Offering Inventory Data Quality
.................................................................... 129
E
Ensure Product Offering Operation ................. 88
Edit Billing Event ............................................ 355
Ensure Regulatory Compliance ................... 1423
Employee & Labor Relations Management . 1451
Ensure Resource Capability Quality ............ 1223
Enable Resource Data Collection & Distribution
............................................................592, 620 Ensure Resource Handover Support ........... 1228
Enable Resource Performance Management Ensure Retention & Loyalty Capability ............ 96
............................................................589, 606
Ensure Risk Analysis Basis ........................... 377
Enable Resource Provisioning ...............587, 597
Ensure Sales Inventory Data Quality ............. 135
Enable Resource Support & Operations ..... 1202,
1218 Ensure Selling Capability ............................... 102

Enable Retention & Loyalty ....................365, 370 Ensure Service Handover Support .............. 1136
Enterprise Architecture Management .......... 1336
Enable Service Configuration & Activation ... 430,
435 Enterprise Performance Assessment .......... 1397
Enable Service Quality Management .....433, 449 Enterprise Quality Management .................. 1390
Enable Service Support & Operations ........ 1113, Escalate S/P Performance Degradation Report
1131 .................................................................... 906
Engage External Product Suppliers ............... 269 Escalate S/P Problem Resolution .................. 885
Engage External Resource Suppliers ............ 747 Escalate S/P Requisition Orders ................... 858
Engage External Service Suppliers229, 532, 576 Escalate/End Customer Problem ................... 228
Engaging External Suppliers .......................... 708 Escalate/End Customer QoS Report ............. 268
Enrich Billing Events ..............................345, 349 Escalate/End Resource Performance
Ensure Billing Event Usage............................ 352 Degradation Report .................................... 746

Ensure Campaign Support ............................. 115 Escalate/End Resource Trouble .................... 707
Escalate/End Service Performance Degradation
Ensure Community Visibility......................... 1417
Report ......................................................... 575
Ensure Consistent Risk Analysis ................... 378
Escalate/End Service Problem ...................... 531
Ensure Customer Interface Capability ............. 71
Establish & Maintain Bill Invoice Format ....... 140
Ensure Customer Inventory Data Quality ...... 122
Establish & Manage Bill Production Cycle ..... 286

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Establish & Manage Commercial Debt Recovery Establish, Manage, and Develop Service
Arrangement ............................................... 306 Infrastructure Organization, Tools and
Processes ................................................... 438
Establish & Manage Customer Debt Profiles . 305
Estimate Time For Restoring Resource......... 715
Establish and Maintain Performance Threshold
Standards .................................................... 451 Estimate Time For Restoring Service ............ 515
Establish and Maintain Performance Treshold Evaluate External Technology ..................... 1405
Standards .................................................... 608
Evaluate Marketing Leads ............................. 158
Establish Availability with S/P Inventory ........ 854
Evaluate Operational Activities .................... 1369
Establish Customer Relationship ...........366, 389
Evaluate R&D Business Value .................... 1402
Establish Market Participation ........................ 941
Evaluate S/P Against Business Needs .......... 855
Establish Market Segments ...................937, 944
F
Establish Market Strategy ......................938, 940
Facilitate Compensation Guidelines ........... 1438
Establish Market Strategy Objectives ............ 941
Facilitate Allowances & Benefits .................. 1436
Establish Negotiating Strategy ..................... 1304
Facilitate Code of Conduct .......................... 1439
Establish New Customer Identity ................... 391
Facilitate Employee Satisfaction Measurement &
Establish Product Portfolio Strategy ......955, 960 Management ............................................. 1440
Establish Resource Capability Sourcing ...... 1224 Facilitate Equal Employment Opportunity ... 1437
Establish Resource delivery goals ............... 1185 Facilitate Hiring & Termination Guidelines .. 1439
Establish resource implementation policies . 1186 Facilitate Negotiation & Implementation of
Potential Mergers & Acquisitions .............. 1335
Establish Resource strategy ........................ 1184
Facilitate Occupational Health & Safety ...... 1437
Establish Resource Strategy & Architecture
........................................................1170, 1183 Facilitate Performance Appraisal ................. 1435
Establish Service goals ................................ 1092 Facilitate Remuneration Policies & Levels .. 1435
Establish service strategy ............................ 1090 File Trariffs ................................................... 1424
Establish Service Strategy & Goals ...1076, 1090 Filter Information/Data ................................... 757
Establish Supplier/ Partner Agreement ........ 1312 Filter Resource Alarm Event Notifications ..... 688
Establish Supply chain delivery goals .......... 1272 Filter Service Alarm Event Notifications......... 540
Establish Supply Chain implementation policies Finalize Customer Problem Report ................ 232
.................................................................. 1273
Finalize Sourcing Requirements .................. 1294
Establish Supply Chain Strategy .................. 1271
Focus or Broaden Customer Base .............. 1333
Establish Supply Chain Strategy & Goals ... 1262,
Follow-up QoS Violation Action ..................... 253
1270
Forecast commercial transaction volumes and
Establish Warehouse and Manage Spares
sourcing demand ...................................... 1280
Including S/P ............................................... 618
Forecast Demand .......................................... 783
Establish, Maintain and Manage the Support
Plans ...................................................455, 611 Forecast Order Handling Requirements .......... 75
Establish, Manage, and Develop Organization, Forecast service demand & capture new
Tools and Processes .................................. 599 oppurtunities ............................................. 1100
Forecast Workforce Availability ..................... 785
Format Information/Data ................................ 759

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Formulate Strategic Position ........................ 1089 Gain Resource Capability Investment Approval
........................................................ 1200, 1212
Forward S/P Problem Notification .................. 881
Gain resource strategy and resource plans
Fraud Management ...................................... 1364
Stakeholders approval .............................. 1196
Fraud Operations Support............................ 1365
Gain Sales Proposals Approval ................... 1054
Fraud Policy Management ........................... 1363
Gain Service & Operational Agreements
G Approval for Resources ............................ 1251
Gain Approval for Commercial Arrangements Gain Service & Operational Agreements
........................................................1291, 1306 Approval for Services ............................... 1158
Gain Business Plan Commitment and Approval Gain Service Business Proposal Approval .. 1150
.................................................................... 969
Gain Service Capability Investment Approval
Gain Commitment to Marketing Strategy ...... 937, ........................................................ 1112, 1124
950
Gain service strategy and servic plans
Gain Commitment to Product Business Plans Stakeholders approval .............................. 1108
............................................................956, 971
Gain supply chain sourcing strategy and
Gain Enterprise Commitment to Market Strategy business plans Stakeholders approval .... 1283
.................................................................... 952
Gain Tender Decision Approval ......... 1289, 1302
Gain Enterprise Commitment to Product
Gather & Analyze Market Information............ 936
Business plans ............................................ 973
Gather & Analyze New Product Ideas1021, 1028
Gain Enterprise Commitment to Resource Plans
........................................................1172, 1194 Gather & Analyze New Resource Ideas ..... 1230,
1238
Gain Enterprise Commitment to resource
strategy and resource plans .................... 1196 Gather & Analyze New Service Ideas 1138, 1144
Gain Enterprise Commitment to Service Gather & Analyze Product Information .. 954, 957
Strategies ........................................1080, 1107
Gather & Analyze Resource Information .... 1169,
Gain Enterprise Commitment to service strategy 1176
and servic plans ....................................... 1109
Gather & Analyze Service Information ....... 1075,
Gain Enterprise Commitment to Supply Chain 1081
Plans ...............................................1265, 1282
Gather & Analyze Supply Chain Information
Gain Enterprise Commitment to supply chain ........................................................ 1261, 1266
sourcing strategy and business plans..... 1284
Gather Authentication Information ................. 391
Gain Market Strategy Stakeholder approval .. 951
Gather Customer Information ........................ 374
Gain Marketing Capability Approval ...1001, 1008
Gather Product Ideas ................................... 1029
Gain Marketing Capability Business Case
Gather Product Information ........................... 958
Approval .................................................... 1009
Gather Resource Information ............ 1177, 1237
Gain Product Business Case Approval .......... 989
Gather Service Information ................ 1082, 1145
Gain Product Business plans Stakeholders
approval ...................................................... 972 Gather Supplier/Partner Request .................. 926
Gain Product Commercialization Case Approval Gather supply chain information Information
.................................................................. 1033 .................................................................. 1267
Gain Resource Business Proposal Approval Generate Billing Event Report ....................... 358
.................................................................. 1242
Generate Customer Bill Inquiry ...................... 317

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Generate Customer Problem Management Identify Insurable Risks ................................ 1372

Reports ....................................................... 224
Identify Issues and Provide Reports .............. 840
Generate Resource Performance Degradation
Identify Logistic Issues and Provide and
Problem ....................................................... 739
Reports ....................................................... 634
Generate Resource Trouble........................... 714
Identify logistics for new service capability
Generate S/P Problem Peport ....................... 878 introduction ............................................... 1102
Generate S/P Problem Resolution Management Identify Market Segments .............................. 945
Reports ....................................................... 890
Identify Opportunities and Requirements .... 1029
Generate S/P Requisition Order .................... 863
Identify Outsourcing Opportunities .............. 1334
Generate Service Performance Degradation
Identify Overdue Invoice ................................ 303
Problem ....................................................... 568
Identify potential new product families for market
Generate Service Problem ............................. 514
segments .................................................... 948
Generate Supplier/Partner Interactions Report
Identify Potential Solutions ............................ 168
.................................................................... 930
Identify Product Issues ................................ 1039
Group Enterprise Management .................... 1343
Identify Product Offering Inventory Shortcomings
Guide Billing Events ...............................346, 351
.................................................................... 130
Guide Resource Usage Records ................... 580
Identify Relevant Customer Inventory
Guide Supplier/Partner Requests .................. 927 Information .................................................. 119
H Identify Relevant Product Offering Inventory
Information .................................................. 126
Handle Community Contacts ....................... 1418
Identify Relevant Sales Inventory Information133
Handle Marketing Collateral Distributution ..... 154
Identify Repository Issues and Provide and
Handle Pending Regulations ....................... 1423
Repors and Warnings ................................. 628
Handle Request ............................................. 418
Identify Required Processes & Procedures for
Harmonize Processes & Communication Resources................................................. 1247
Systems across Business Units ................ 1344
Identify Required Processes & Procedures for
HR Policies & Practices ............................... 1434 Services .................................................... 1156
I Identify Resource Support Groups, Skills &
Training ..................................................... 1219
Identify & Report to Stakeholders ................ 1307
Identify Resource Support Requirements .... 1220
Identify Contact .............................................. 415
Identify Risk Management Treatment ............ 380
Identify Contact Changes and Update ........... 835
Identify Sales Inventory Shortcomings .......... 137
Identify Customer Bill Inquiry Root Cause ..... 322
Identify Service Support Groups, Skills &
Identify Customer Interactions Data Formats 424
Training ..................................................... 1132
Identify Customer Inventory Shortcomings .... 124 Identify Service Support Requirements ....... 1133
Identify Data Collection Issues and Report .... 624 Identify Stakeholders to Market Strategy ....... 951
Identify Enterpise areas to meet market startegy
Identify Stakeholders to Product Business plans
objectives .................................................... 943
.................................................................... 972
Identify Impacted Product Customers .......... 1043
Identify Stakeholders to Resource strategy and
Identify Impacted Resource Customers ...... 1166, resource plans .......................................... 1195
1258

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Identify Stakeholders to service strategy and Investigate Billing Event Related Problem ..... 358
service plans ............................................. 1108
Investigate Potential Mergers & Acquisitions
Identify Stakeholders to supply chain sourcing .................................................................. 1335
strategy and business plans ..................... 1282
Investigate Potential Security Threats &
Identify Supplier/Partner ................................. 850 Violations .................................................. 1362
Identify Supplier/Partner Interactions Data Invoke Support Resource Trouble Management
Formats ....................................................... 932 Processes ................................................... 702
Identify the requirements for resource Invoke Support Service Problem Management
capabilities ................................................ 1192 Processes ................................................... 526
Identify the requirements for service aspects Isolate Customer Problem ..................... 210, 216
.................................................................. 1104
Isolate Unit with Fault .................................... 700
Identify timetables for new service capability
Issue & Distribute Marketing Collaterals 152, 155
introduction ............................................... 1102
Issue Customer Order ................................... 204
Identify Unviable Products ........................... 1042
Issue Customer Orders .......................... 193, 202
Identify Unviable Resources ..............1165, 1257
Issue Customer Problem Management
implement product portfolio management
Summaries.................................................. 223
functions ...................................................... 961
Issue Resource Orders .......................... 642, 666
Implement Resource ...................................... 652
Issue S/P Performance Degration Report ..... 917
Implement Resource Trouble Work Arounds . 701
Issue S/P Problem Report ............................. 879
Implement Service ......................................... 484
Issue S/P Problem Resolution Management
Implement Service Problem Work Arounds ... 525
Summaries.................................................. 890
Implement, Configure & Activate Service ..... 462,
Issue S/P Requisition Order .......................... 864
482
Issue Service Orders ............................. 464, 490
Improve Service Quality .........................546, 560
Issue Settlement Notice & Payment .............. 921
Indentify alternative sourcing oppurtunities.. 1280
Issue Unique Customer ID ............................. 390
Inform Cuustomer on QoS Impacts ............... 254
Issue Work Order ........................................... 795
Initialize after-sales processes ....................... 387
Issue Work Order (Deleted) ........................... 778
Initiate Corrective Actions .............................. 902
L
Initiate Customer Debt Recovery Activities .... 306
Launch New Products ........................ 1023, 1038
Initiate S/P Customer Bill Inquiry Resolution
Request ....................................................... 334 Legal Management ...................................... 1425
Initiate S/P Performance Degradation Report Link consumption profiles & available product
............................................................896, 915 families ........................................................ 948
Initiate S/P Problem Report....................872, 877 Link Market Segments & Products ........ 939, 947
Initiate S/P Requisition Order .................843, 862 Localize Resource Trouble .................... 680, 692
Install and Commission Resource ................. 649 Log Customer Interaction .............................. 409
Instantiate Resource Performance Controls .. 733 Log Product Offering Analysis Results .......... 111
Instantiate Resource Trouble Controls .......... 734 M
Insurance Management ............................... 1372 Maintain Bill Customers List .......................... 141
Intercept Events/Information .......................... 754 Maintain Customer Inventory facilities ........... 120

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Maintain Overview of Product Offering Quality Manage Commissioning of New Resource

.................................................................... 249 Infrastructure............................................. 1224
Maintain Product Capability Delivery Repository Manage Contact..................................... 412, 416
.................................................................... 998
Manage Corporate Procurement & Logistics
Maintain Product Offering Inventory facilities . 127 Policies ..................................................... 1409
Maintain Product Offering Performance Manage Customer Billing ............................... 292
Threshold Standards................................... 108
Manage Customer Charging Hierarchy ......... 343
Maintain Sales Inventory facilities .................. 133
Manage Customer Debt Collection ........ 294, 301
Manage Enterprise Architecture Methodology
Manage Customer Inventory ................... 60, 118
.................................................................. 1338
Manage Customer Inventory Capture............ 121
Manage S/P Inventory Repository ................ 838
Manage Customer Invoice Archive ................ 283
Manage & Administer Architecture Repositories
.................................................................. 1340 Manage Customer Order ............................... 198
Manage Account ............................................ 919 Manage Customer Order Status Notification . 207
Manage administration of resource research Manage Customer Payment Plan .................. 297
.................................................................. 1181
Manage Customer Payments ................ 293, 296
Manage administration of service research . 1087
Manage Customer QoS/SLA Management
Manage Aged Customer Debt Portfolio ......... 307 Notification .................................................. 113
Manage and Administer S/P Inventory .......... 838 Manage Distribution ....................................... 762
Manage and Adminiter Resource Data Manage Employee Relations ....................... 1452
Collection and Distribution .......................... 622
Manage Employee Share Plans .................. 1421
Manage Appointments ................................... 782
Manage Enterprise Architectuer Toolsets and
Manage Architecture Skillsets ...................... 1340 Associated Standards ............................... 1339
Manage Back-End Bank Account .................. 299 Manage Enterprise Performance Data ........ 1399
Manage Balance Containers .......................... 363 Manage External Survey Companies .......... 1399
Manage Balance Operations ......................... 362 Manage Funding & Cross-Subsidies across
Business Units .......................................... 1345
Manage Balance Policies ............................... 361
Manage Goods Acceptance & Handling ...... 1411
Manage Balances .......................................... 360
Manage Handover to Marketing Operations
Manage Billing Events .................................... 344
........................................................ 1002, 1014
Manage Billing Policy ..................................... 149
Manage Handover to Product Operations .... 978,
Manage Board Related Activities ................. 1431 993
Manage Business Continuity Methodologies Manage Handover to Resource Operations1204,
.................................................................. 1351 1226
Manage Campaign ...................................60, 115 Manage Handover to Service Operations .. 1113,
1134
Manage Capital/Equity Activities .................. 1432
Manage Insuramce Porrtfolio ....................... 1374
Manage Channel Capability ......................... 1068
Manage Investment for Business Development
Manage Channel Resources ....................... 1068
.................................................................. 1346
Manage Collateral Delivery .......................... 1066
Manage Labor Relations .............................. 1452
Manage Collateral Production ...................... 1065
Manage Legal Actions ................................. 1429

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Manage Logistics ...................................595, 630 Manage R&D Investment ............................. 1403

Manage Market Segments outcome .............. 945 Manage R&D Program Actvities .................. 1403
Manage Marketing Capability Delivery Manage Reactive Security Management ..... 1360
Methodology ...................................1003, 1017
Manage Request (Including Self Service) .... 412,
Manage Message & Campaign Delivery..... 1062, 419
1067
Manage Reservations .................................... 781
Manage Messaging ...................................... 1415
Manage Resource Acceptance Testing ....... 1255
Manage Negotiations ................................... 1305
Manage Resource Alarm Event Notifications 688
Manage Order Handling Notification ................ 85
Manage Resource Capability Delivery........ 1203,
Manage Order Handling Organizational 1221
Changes ........................................................ 77
Manage Resource Data Storage Facilities and
Manage Orders .............................................. 632 Associated Processes ................................ 623
Manage Overdue Invoice Payment ................ 304 Manage Resource Deployment ......... 1235, 1252
Manage Paper and Envelope Availability ...... 288 Manage Resource Development ....... 1233, 1248
Manage Physical Production & Distribution Manage Resource Exit ...................... 1235, 1256
Quality ......................................................... 290
Manage Resource Exit Process ........ 1167, 1259
Manage Proactive Security Management .... 1353
Manage Resource Infrastructure, Provisioning
Manage Problem Handling Notification ............ 93 and Preventive Maintenance Schedules .... 616
Manage Process & Channel Coordination ... 1056 Manage Resource Inventory .................. 593, 625
Manage Product Capability Delivery Manage Resource Inventory Database and
Methodology .......................................979, 997 Processes ................................................... 626
Manage Product Development .................... 1026 Manage Resource Operational Staff Training
.................................................................. 1254
Manage Product Exit ..........................1026, 1041
Manage Resource Performance Data ........... 726
Manage Product Exit Process ...................... 1044
Manage Resource Performance Data Collection
Manage Product Handover .......................... 1040
.................................................................... 611
Manage Product Improvements ................... 1040
Manage Resource Performance Data Collection
Manage Product Offering Inventory .........61, 125 Schedules ................................................... 731
Manage Product Offering Inventory Capture . 128 Manage Resource Process & Procedure
Implementation ......................................... 1253
Manage Product Offering Maintenenance
Programs ...................................................... 90 Manage Resource Provisioning Activity ........ 660
Manage Product Restoration ......................... 237 Manage Resource Research ............. 1173, 1179
Manage Production Run to Create Bill ........... 289 Manage resource research investigations ... 1180
Manage Program/Project Management Metrics Manage Resource Trouble & Performance Data
.................................................................. 1396 Collection .................................................... 615
Manage Program/Project Management Manage Revenue Assurance Operations ... 1378,
Repository ................................................. 1395 1381
Manage Program/Project Management Skill Manage Revenue Assurance Policy Framework
Sets ........................................................... 1394 .................................................................. 1377
Manage Prospect ...................................160, 167 Manage S/P Performance Degradation Report
.................................................................... 906
Manage QoS/SLA Violation ...................241, 251

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Manage S/P Problem Resolution ................... 885 Manage Shares/Securities ........................... 1431
Manage S/P Requests (Including Self Service) Manage Spokespeople ................................ 1414
............................................................923, 925
Manage Standby Resource Units .................. 700
Manage S/P Requisition Order Status
Manage Supplier/Partner Engagement ...... 1309,
Notification .................................................. 867
1315
Manage S/P Requisition Orders .................... 859
Manage Supplier/Partner Inventory ....... 810, 836
Manage Sales Accounts ........................163, 186
Manage Supplier/Partner Termination ......... 1311
Manage Sales Channels ................................ 103
Manage Supply Chain Contract Variation ... 1311
Manage Sales Inventory ..........................63, 132
Manage the Tender Process ............. 1288, 1298
Manage Sales Inventory Capture .................. 134
Manage Warehousing .................................... 631
Manage Sales Leads ..................................... 104
Manage Work Order Lifecycle ............... 771, 796
Manage Schedules & Appointments ......774, 779
Manage Workforce Change ......................... 1443
Manage Service Acceptance Testing .......... 1163
Map & Analyze Resource Requirements .... 1199,
Manage Service Alarm Event Notifications .... 539 1205
Manage Service Capability Delivery ............ 1116 Map & Analyze Service Requirements ....... 1111,
1117
Manage Service Deployment .............1142, 1160
Mark Resource Order for Special Handling ... 669
Manage Service Development ...........1141, 1155
Mark S/P performance Degradation Report as
Manage Service Exit ..........................1143, 1164
closed ......................................................... 914
Manage Service Improvement Notification and
Mark S/P problem Report as closed .............. 894
Authorization ............................................... 562
Mark S/P Requisition Order As Closed.......... 870
Manage Service Infrastructure, Provisioning and
Preventive Maintenance Schedules ........... 446 Mark Service Order for Special Handling ...... 493
Manage Service Inventory ............................. 429 Market Strategy & Policy ............................... 935
Manage Service Operational Staff Training . 1162 Marketing Capability Delivery ........................ 999
Manage Service Performance Data Collection Marketing Fulfillment Response .................... 151
.................................................................... 454
Mediate & Orchestrate Customer Interactions
Manage Service Performance Data Collection ............................................................ 414, 425
Schedules ................................................... 559
Mediate & Orchestrate Supplier/Partner
Manage Service Performance Quality Data ... 553 Interactions ......................................... 924, 931
Manage Service Problem & Performance Data Mediate Billing Events ........................... 347, 354
Collection .................................................... 445
Mediate Customer Interactions ...................... 426
Manage Service Process & Procedure
Mediate Resource Usage Records ........ 764, 766
Implementation ......................................... 1161
Mediate Service Usage Records ........... 578, 581
Manage Service Provisioning Activity ............ 480
Mediate Supplier/Partner Interactions ........... 934
Manage Service Research .................1075, 1085
Modify Campaign ........................................... 117
Manage service research investigations ...... 1086
Modify Customer Bill Inquiry .......................... 332
Manage Service Restoration .......................... 524
Modify Customer Bill Inquiry (Deleted) .......... 318
Manage Share/Stock Registry ..................... 1433
Modify Customer QoS Report ........................ 261
Manage Shareholder Relations ................... 1420
Modify Customer QoS Report Information .... 266

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Modify Customer QoS Report Status ............. 267 Monitor S/P Problem Jeopardy Status........... 886
Modify Information-S/P Performance Monitor S/P Problem Resolution .................... 889
Degradation Reports ................................... 904
Monitor S/P Requisition Order Status ............ 866
Modify Information-S/P Requisition Orders .... 857
Monitor Sales & Channel Best Practice ...... 1046,
Modify Message & Campaign ...................... 1072 1049
Modify S/P Problem Report............................ 883 Monitor Sales & Channel Practices ............. 1051
Monitor industry supplier/partner ................ 1269 Monitor Service Order Status ........................ 495
Monitor & Control S/P Service Performance. 899, Monitor Service Performance Degradation
900 Report ......................................................... 565
Monitor & Manage Regulatory Issues ....451, 607 Monitor Service Problem ............................... 535
Monitor and Analyse Resource Performance Monitor Service Quality .......................... 544, 552
Reports, and Identify Issues ....................... 609
Monitor status- all open S/P performance
Monitor and Analyse Service Performance degradation report ...................................... 913
Reports, and Identify Issues ....................... 453
Monitor Status- All open S/P problem report . 893
Monitor and Report S/P Performance Issues and
Monitor Status- All Open S/P Requisition Order
Provide Recommendations ........................ 827
.................................................................... 869
Monitor Customer Bill Inquiries ...................... 336
Monitor Supplier/Partner Engagement ........ 1316
Monitor Customer Bill Inquiry Jeopardy Status
Monitor, Report and Release Mgmt. of Resource
.................................................................... 333
Infrastructure and Capacity Utilization ........ 602
Monitor Customer Order Status ..................... 206
Monitor, Report and Release Mgmt. of Service
Monitor Customer Problem ............................ 221 Infrastructure and Capacity Utilization ........ 441
Monitor Customer Problem Jeopardy Status . 230 Monitor, Report for S/P Performance and
Provide Recommendations ....................... 822
Monitor Customer QoS Report Status ........... 256
Monitoring Product Offering Performance
Monitor Industry Trends for Security
Analyses ..................................................... 109
Management ............................................. 1356
Monitoring S/P Requested Infrastructure
Monitor Jeopardy Status- Open S/P
Deployment................................................. 815
Performance Degradation Reports ............. 907
N
Monitor Jeopardy Status- Open S/P Requisition
Orders ......................................................... 860 Negotiate & Approve Invoice ......................... 920
Monitor Message & Campaign Effectiveness Negotiate Commercial Arrangements 1290, 1303
........................................................1063, 1070
Negotiate Product Business Plan Resources 965
Monitor Message & Campaign Metrics ........ 1071
Negotiate Sales/Contract ....................... 162, 174
Monitor Product Offerings .............................. 107
Negotiate Standard Terms & Conditions ....... 174
Monitor Resource Order Status ..................... 664
Normalize Resource Usage Records ............ 767
Monitor Resource Performance .............717, 725
Normalize Service Usage Record .................. 582
Monitor Resource Performance Degradation
Notify Changes on Customer QoS Report Status
Report ......................................................... 736
.................................................................... 257
Monitor Resource Trouble .............................. 710
Notify- Cleared Status of S/P Performance
Monitor Revenue Assurance Controls ......... 1382 Degradation Report .................................... 908
Monitor S/P Performance ............................... 910 Notify- Cleared Status of S/P Requisition Orders
.................................................................... 861

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Notify Customer ............................................. 403 Perform Specific Customer Problem Diagnostics

.................................................................... 217
Notify Customer Data Change ....................... 400
Perform Specific Customer Problem Tests ... 218
Notify Customer Problem ............................... 222
Perform Specific Resource Performance
Notify Legal Environment Changes ............. 1428
Diagnostics ................................................. 730
Notify S/P Problem Cleared ........................... 887
Perform Specific Resource Trouble Diagnostics
Notify S/P Problem Resolution ....................... 891 .................................................................... 694
Notify T&M Root Cause Customer Problem .. 219 Perform Specific Resource Trouble Tests ..... 695
Notify T&M Root Cause Resource Trouble .... 697 Perform Specific Service Performance
Diagnostics ................................................. 558
Notify T&M Root Cause Service Problem ...... 521
Perform Specific Service Problem Diagnostics
O
.................................................................... 519
Obtain Billing Events ...................................... 277 Perform Specific Service Problem Tests ....... 519
Obtain Customer Agreement ......................... 176
Personalize Customer Profile for Retention &
Off-Board S/P Product Offering ................... 1325 Loyalty ................................................ 372, 382
Off-Board S/P Product Specification ............ 1327 Plan & Forecast Resource Infrastructure
Requirements and Manage Capacity Planning
Off-board Supplier/ Partner Capability ........ 1320, .................................................................... 599
1326
Plan & Forecast Service Infrastructure
On-Board S/P Product Offering ................... 1322 Requirements and Manage Capacity Planning
On-Board S/P Product Specification ............ 1323 .................................................................... 437
On-board Supplier/ Partner Capability ........ 1318, Plan and Forecast Workforce Management . 775,
1322 784
Optimize Existing Resource Infrastructure Plan Business Continuity ............................. 1349
Utilization .................................................... 603 Plan Infrastructure Recovery ....................... 1350
Optimize Existing Service Infrastructure Plan Serious Incident Management ............. 1351
Utilization .................................................... 441
Plann & Implement Cross-Business Unit
Orchestrate Customer Interactions ................ 426 Operation .................................................. 1344
Orchestrate Supplier/Partner interactions ...... 933 Prepare Supplier/Partner Interaction response
Order Handling ............................................... 188 .................................................................... 928
P Prepare/Follow-up for Performance Reviews 250
Perform Service Infrastructure Acceptance Test Problem Handling .......................................... 209
and Address & Monitor the Change ............ 439 Process Management and Security Information
Perform Acceptance Test and Address & & Data ................................................. 750, 756
Monitor the Change .................................... 601 Procurement Management .......................... 1408
Perform Audit Tests ...............................627, 839 Produce & Distribute Bill ........................ 274, 284
Perform Final Service Test............................. 532 Produce Product Portfolio Business Plans ... 955,
Perform Final Test .......................................... 707 963
Perform First in Service Testing ..................... 530 Produce Resource Business Plans ............. 1171
Perform First in Testing .................................. 705 Produce Service Business Plans ....... 1078, 1099
Perform Impact Analysis ................................ 196 Produce Service Strategic Plan ................... 1093
Perform Rating ............................................... 340

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Produce Supply Chain Business Plans ....... 1264, R

1278
Rate Usage Records (Deleted) ...................... 579
Produce Supporting Documentation & Training
Reassign / Reconfigure Failed Service.......... 524
Packages for Resources ........................... 1251
Reassign / Reconfigure Service or Service
Produce Supporting Documentation & Training
Parameters ................................................. 561
Packages for Services .............................. 1159
Rebalance Order Handling Infrastructure
Product & Offer Capability Delivery ............... 974
Utilization ...................................................... 81
Product & Offer Development & Retirement 1020
Receive & Accept S/P Requisition ................. 847
Product & Offer Portfolio Planning ................. 953
Receive & Assess Invoice ............................. 919
Product Marketing Communications &
Receive PO & Issue Orders (Deleted) ........... 191
Promotion .................................................. 1058
Receive S/P Problem Notification .................. 881
Program & Project Management .................. 1392
Receive S/P Problem Report ................. 873, 880
Program-manage Strategy Implementation . 1330
Recommend Appropriate Offerings ............... 180
Promote Desired Corporate mage ............... 1413
recommend Resource partnership .............. 1192
Provide Advice of Charge/Rate ...................... 340
Recommend Service Partnership ................ 1105
Provide Customer Bill Inquiry Change
Notification .................................................. 337 Reconcile Customer Payment ....................... 298
Provide Customer Personalization Information Record Customer Bill Invoice Adjustment ..... 327
.................................................................... 383
Record Resource Performance Data............. 727
Provide Insurance Advice ............................ 1374
Record Service Performance Quality Data .... 554
Provide Legal Advice ................................... 1427
Recover Resource ................................. 643, 671
Provide Management Oversight on Tenders
.................................................................. 1301 Recover S/P Product (Service/ Resource) .... 848

Provide Management Reports ....................... 337 Recover Service..................................... 467, 498

Recover Specific Resource ........................... 675
Provide Reference Source for Standard
Operating Environment ............................. 1341 Re-establish Customer Relationship ............. 367
Provide Request Status ................................. 419 Reformat Billing Event ................................... 355
Provide Resource Recovery Proposal Regulatory Management ............................. 1422
Notification .................................................. 673
Release Resource ......................................... 648
Provide Service Recovery Proposal Notification
.................................................................... 500 Release Service Parameter ........................... 475

Provide Strategic Business Direction ........... 1329 Remove Duplicate Resource Usage Records770

Provide Support for RTM and SPM Processes Remove Duplicate Service Usage Record .... 585
.................................................................... 619 Remove Order Handling Infrastructure ............ 82
Provide Support for Service Problem Processes Render & Format Invoice ............................... 281
.................................................................... 448
Repair / Replace Failed Resource ................. 699
Provide Supporting Procedures and Quality
Management Support .........................456, 613 Report Audits ............................................... 1370

Q Report Balanced Scorecard, etc .................. 1400

Qualify Opportunity ................................161, 171 Report Billing Event Records ................. 347, 357
Report Campaign Effectiveness .................... 117

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Report Constraints to Other Processes ......... 565 Request Product Offering Data Collection ....... 89
Report Customer Bill Inquiry ..................314, 335 Request Product Offering Performance Testing
...................................................................... 90
Report Customer Information ......................... 376
Request Provisioning Intervention ................... 91
Report Customer interaction .......................... 407
Request Resource Recovery Authorization ... 673
Report Customer Order Handling ..........194, 205
Request S/P Performance Degradation Report
Report Customer Order Status ...................... 207
Creation and Update .................................. 744
Report Customer Problem .....................211, 220
Request Service Performance Degradation
Report Customer QoS Performance ......242, 255 Report Creation and Update............... 266, 573
Report Customer Requests & Contacts ......... 423 Request Service Recovery Authorization ...... 500
Report Marketing Infrastructure Requirements Requst Cancellation of Customer QoS Report
.................................................................. 1007 .................................................................... 261
Report on Work Order .................................... 801 Research Management ............................... 1401
Report Order Handling Infrastructure Capacity 83 Reserve Resource ......................................... 647
Report Order Handling Infrastructure Reserve Service Parameters ......................... 475
Deployment Process Capability .................... 84
Resolve Revenue Assurance Trouble ......... 1385
Report Product Infrastructure Requirements . 982
Resource Capability Delivery....................... 1197
Report Product Offering Trend Analysis .......... 92
Resource Data Collection & Distribution ....... 748
Report Product Restoration Results .............. 238
Resource Development & Retirement ......... 1229
Report Resource Performance ..............721, 735
Resource Mediation & Reporting ................... 763
Report Resource Provisioning ...............641, 663
Resource Performance Management ............ 716
Report Resource Trouble .......................683, 709
Resource Provisioning ................................... 635
Report Resource Usage Records .................. 765
Resource Strategy & Planning ..................... 1168
Report Revenue Assurance ......................... 1387
Resource Trouble Management .................... 677
Report S/P Performance ........................898, 909
Revenue Assurance Management .............. 1376
Report S/P Problem Resolution .............875, 888
Review Supplier/Partner Engagement......... 1316
Report S/P Requisition ...........................845, 865
RM&O Support & Readiness ......................... 586
Report S/P Requisition Order Status ............. 867
Roll-out Order Handling Infrastructure ............. 80
Report Service Infrastructure Requirements 1120
S
Report Service Problem .........................509, 534
S/P (sourced) Capability Development &
Report Service Problem Trends ..................... 447 Retirement ................................................ 1319
Report Service Provisioning ...................465, 494 S/P Interface Management ............................ 922
Report Service Quality Performance .....547, 564 S/P Performance Management ..................... 895
Report Service Usage Records ..................... 579 S/P Problem Reporting & Management......... 871
Report Workforce Management ..................... 777 S/P Requisition Management ........................ 842
Reporting - Specific Market Segments .......... 946 S/P Settlements & Payments Management .. 918
Reporting S/P Deployment Capability ............ 816 S/PRM Support & Readiness ........................ 803
Request Additional Bill Inquiry Information .... 319 Sales Development ...................................... 1045

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Schedule Customer Bill Inquiry Analysis and Support Bill Payments & Receivables
Adjustment Activities ................................... 328 Management ......................................... 65, 144
Schedule Routine Resource Trouble Tests ... 696 Support Billing & Collections (Deleted) ............ 55
Schedule Routine Service Problem Tests ..... 520 Support Billing Event Related Process .......... 359
Security Management .................................. 1353 Support Charging ............................................. 67
Select Message & Campaign Channels ...... 1061 Support Customer Interface Management 51, 70
Select most appropriate Supplier/partner ...... 851 Support Customer QoS/SLA .................... 58, 105
Select Program/Project Management Support Support Manage Balance ................................ 68
Tools ......................................................... 1394
Support Manage Billing Events ........................ 68
Select Resource Capability Suppliers/Partners
Support Market Strategy ................................ 942
.................................................................. 1217
Support Marketing Fulfillment .................... 56, 98
Select Service Capability Suppliers/Partners
.................................................................. 1129 Support Order Handling ............................. 52, 73
Select Supplier/Partner ..........................841, 850 Support Order Handling Infrastructure
Deployment................................................... 77
Selling............................................................. 160
Support Problem Handling ......................... 54, 87
Service Capability Delivery .......................... 1110
Support Resource Trouble Management ..... 590,
Service Configuration & Activation ................. 458
614
Service Development & Retirement ............. 1137
Support Retention & Loyalty ...................... 55, 95
Service Guiding & Mediation .......................... 577
Support Revenue Assurance Operations .... 1379
Service Problem Management ....................... 503
Support S/P Interface Management ...... 809, 833
Service Quality Management ......................... 543
Support S/P Performance Management 807, 824
Service Strategy & Planning ........................ 1073
Support S/P Problem Reporting & Management
Shareholder Relations Management ........... 1419 ............................................................ 806, 819
Short List Potential Suppliers/Partners ........ 1297 Support S/P Requisition Management... 804, 812
SM&O Support & Readiness.......................... 427 Support S/P Settlements & Payments
Management ....................................... 808, 830
Specify Resource Capability Infrastructure .. 1216
Support Selling......................................... 57, 101
Specify Service Capability Infrastructure ..... 1129
Support Service & Specific Instance Rating .. 434
Specify the Tender Process ......................... 1299
Support Service Problem Management . 431, 444
Stop And Start Audit On Resources .............. 695
Survey & Analyze Resource Trouble ..... 678, 686
Stop And Start Audit On Services .................. 521
Survey & Analyze Service Problem ....... 510, 537
Strategic Business Planning ........................ 1328
T
Supervise S/P Rollout & and Report S/P
Capacity ...................................................... 815 Take QoS Violation Action ............................. 253
Supply Chain Capability Delivery ................. 1285 Technology Scanning .................................. 1404
Supply Chain Development & Change Terminate Customer Relationship ................. 368
Management ............................................. 1309
Terminate Supplier/ Partner Agreement ...... 1313
Supply Chain Strategy & Planning ............... 1260
Test Resource........................................ 639, 654
Support Bill Inquiry Handling ....................66, 147
Test Service ................................................... 487
Support Bill Invoice Management ............64, 138

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Test Service End-to-End ........................463, 486 Track Marketing Capability Business Case
Costs ......................................................... 1012
Test Specific Resources ................................ 655
Track Marketing Leads .................................. 157
Track & Manage Customer Bill Inquiry
Resolution ...........................................312, 329 Track Problem Handling Process Capability ... 92
Track & Manage Customer Order Handling .. 191, Track Product Capability Business Case Costs
199 .................................................................... 991
Track & Manage Customer Problem ......212, 225 Track Product Offering Inventory Usage ....... 130
Track & Manage Customer QoS Performance Track Resource Provisioning Activity ............ 660
Resolution ...........................................243, 263
Track S/P Requisition Orders ........................ 860
Track & Manage Resource Performance
Track Sales Inventory Usage ......................... 136
Resolution ...........................................722, 742
Track Service Provisioning Activity ................ 479
Track & Manage Resource Provisioning 640, 659
Track Third-Party Order Handling Infrastructure
Track & Manage Resource Trouble .......682, 703
Deployment................................................... 83
Track & Manage Revenue Assurance Trouble
Track, Monitor and Manage RTM Processes
Resolution ................................................. 1386
Including S/P............................................... 618
Track & Manage S/P Performance Resolution
Track, Monitor and Manage Service Problem
............................................................897, 904
Processes ................................................... 447
Track & Manage S/P Problem Resolution .... 874,
Track, Monitor and Report Resource
882
Provisioning ........................................ 442, 604
Track & Manage S/P Requisition ...........846, 856
Track, Monitor and Report Resource Data
Track & Manage Service Problem .........507, 527 Collection Processes and Capabilities ...... 623
Track & Manage Service Provisioning ...461, 477 Trigger Defined Action ................................... 691
Track & Manage Service Quality Performance Trigger Defined Service Alarm Action............ 542
Resolution ...........................................549, 570
U
Track & Manage Work Order (Deleted) ......... 774
Undertake Campaign Trend Analysis ............ 116
Track & Report Prospect ................................ 169
Undertake Customer Contacts Trend Analysis 71
Track & Supervise the Rollout of new and/or
Undertake Marketing Fulfillment Trend Analysis
Modified Infrastructure ........................440, 602
...................................................................... 99
Track and Manage Customer Interaction ....... 405
Undertake Order Handling Trend Analysis ...... 85
Track and Manage Work Order...................... 797
Undertake Performance Trend Analysis 452, 609
Track and Monitor Logistics and Manage
Undertake Problem Handling Trend Analysis .. 94
Resource Inventory ..................................... 633
Undertake Product Offering Trend Analysis .... 88
Track and Monitor Resource Repository
Capabilities ................................................. 628 Undertake QoS/SLA Performance Trend
Analysis ...................................................... 113
Track and Monitor S/P Inventory ................... 840
Undertake Retention & Loyalty Trend Analysis97
Track Customer Inventory Usage .................. 123
Undertake Selling Trend Analysis .................. 104
Track Customer Order ................................... 200
Update Customer Data .................................. 399
Track Customer QoS/SLA Management Process
Capability .................................................... 112 Update Customer Interaction ......................... 406
Track Leads ...........................................152, 158 Update Customer QoS Report with Analysis
Results ........................................................ 264

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Update First in Resource Testing Results ..... 744 Validate Resource Usage Records ................ 767
Update First in Service Testing Results ......... 573 Validate Service Infrastructure Design ........ 1135
Update Inventory Record ............................... 604 Validate Service Usage Record ..................... 582
Update Order Repository ............................... 201 Validate Solution Predicted/Expected Value . 385
Update Resource Repository ......................... 661 Verify Customer ............................................. 388
Update Sales Repository ............................... 187 Verify Customer Bill Inquiry ........................... 321
Update Service Inventory Record .................. 443 Verify Invoice Quality ..................................... 282
Update Time to Restore Service .................... 234 Verify Product Configuration .......................... 217
V Verify Resource Configuration ....................... 693
Vaildate Customer Satisfaction ...................... 386 Verify Service Configuration .......................... 518
Validate Customer Satisfaction ..............373, 386 W
Validate Marketing Infrastructure Design .... 1015, Workforce Development .............................. 1444
1019
Workforce Management ................................ 772
Validate Product Infrastructure Design .......... 995
Workforce Management Schedule ................ 778
Validate Resource Infrastructure Design ..... 1227
Workforce Strategy ...................................... 1441

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Administrative Appendix

This Appendix provides additional background material about the TM Forum

and this document.

Acknowledgments
This release of the Business Process Framework is the result of the combined
efforts of a large group of individuals from companies all over the world. Most
noteworthy is the participation of numerous service providers. The knowledge
and commitment in providing contributions and participating in discussions are
greatly appreciated. Contributors over the program leading to previous
Business Process Framework/eTOM releases were acknowledged in those
documents
With the move to management of the Business Process Framework under the
TM Forum Change Control Group it has become difficult to list all those
involved in the ongoing work, but thanks are due to all of those concerned.
Note that we increasingly are initially releasing Framework changes in the form
of “Fx Packages”. These are in Excel spreadsheet format (to make transfer
in/out of the main Model environment straightforward) and address focused
areas of change at each Release. Where such Packages have been published
as part of this Release, each contains acknowledgments for the individuals
and companies who contributed in that area.
Particular thanks and acknowledgement to the Business Process Framework
Team Co-chairs: Viviane Cohen, Orange, who has steered much of the
ongoing work program through to this Release; and Wenjie (Jerry) Zhu,
Huawei, who has linked the extensive Charging & Billing work into the
Framework.
Also, Deena Freed, Casewise, has provided enormous help and support as
Model Manager, and also publishes the work in this document and other forms
– this is analogous to the traditional role of editor but with more sophisticated
tools and techniques to increase flexibility, which is most welcome.
The team looks forward to continued input and involvement for ongoing work
on the Process Framework.

Document History
Version History

Version Number Date Modified Modified by: Description of

changes

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Version 9.0 August 2010 Mike Kelly Process updates

affecting the “Billing
& Revenue
Management”
column in
Operations, reflecting
updates from the
separate Revenue
Management Team

Version 9.1 August 2010 Alicja Kawecki Updated Notice,

minor cosmetic
corrections for web
posting and ME

Version 9.2 September 2010 Mike Kelly Small correction, to

fix the Process IDs
for L3s within
1.1.1.15 Manage
Balances,

Version 12.1 April 2012 Deena Freed/ Mike Merging of Level 4

Kelly detail and updates

Version 12.1 April 2012 Deena Freed/ Mike Merging of Level 4

Kelly detail and updates

Version 12.5.0 July 2013 Deena Freed/ Mike New Release,

Kelly merging of process
content changes
from published “Fx
Packages” for
Release 12.5

Version 13.0.0 August 2013 Deena Freed/ Mike New Release,

Kelly merging of process
content changes
from published “Fx
Packages” for
Release 13.0

Version 1.13.0 October 2013 Deena Freed (+ New Release, based

minor formatting by on contributions and
Mike Kelly) Project updates

Version 1.13.1 October 2013 Alicja Kawecki Updated cover,

header & footer,
inserted Notice

Version 1.14.0 December 2013 Deena Freed/Mike Minor corrections to

Kelly a few duplicate and
incorrect Process IDs

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Addendum DX - Extended Process Decompositions and Descriptions
Business Process Framework (eTOM) R13.5

Version 1.15.0 January 2014 Deena Freed/Mike “Verify Consistency

Kelly of Information” added

Version 1.15.1 March 2014 Alicja Kawecki Updated cover &

Notice reflecting TM
Forum Approved
status

Release History

Release Number Date Modified Modified by: Description of

changes

9.0 August 2010 Mike Kelly See Release Notes

for details

11.5 (note: release - - note: this release did

numbering adjusted not update the core
in line with Framework Model
Frameworx)

12.0 April 2012 Deena Freed/ Mike New Release

Kelly

12.0 July 2012 Deena Freed/ Mike See Release Notes

Kelly for details

12.5 July 2013 Deena Freed/ Mike See Release Notes

Kelly for details

13.0 August 2013 Deena Freed/ Mike See Release Notes

Kelly for details

13.5 October 2013 Deena Freed (+ See Release Notes

minor formatting by for details
Mike Kelly)

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